Beruflich Dokumente
Kultur Dokumente
Abstract
In
a
world
where
the
private
sector
can
instantly
deliver
customized
results
to
millions
of
customers,
government
struggles
to
be
relevant.
In
fact,
its
"bureausclerosis"
-
the
hardening
of
the
arteries
of
government
-
is
so
severe
that
today,
it
takes
particular
skills
just
to
navigate
the
system.
For
example,
in
Spain,
government
programs,
people
and
processes
have
reached
the
point
that
self- appointed
"tramitadors"
simply
wait
outside
public
buildings
and
charge
a
fee
for
their
ability
to
cut
through
the
red
tape
and
actually
produce
a
result.
As
a
global
society,
we're
at
a
crossroads.
Government
resources
are
increasingly
diminished,
yet
our
problems
are
more
complex.
If
the
public
sector
wants
to
break
its
bureausclerosis,
it
needs
to
understand
and
embrace
new
models
for
getting
things
done.
Private
sector
companies
like
Kayak,
Hulu,
and
yes,
OpenTable
all
exist
to
sort
through
huge
amounts
of
data
to
achieve
an
individualized
outcome.
This
paper
details
how
governments
can
leverage
the
lessons
from
these
companies
to
create
a
positive
impact
where
people
work,
live
and
raise
their
families.
Copyright
2012
Frank
DiGiammarino
All
rights
reserved
This
paper
reflects
the
views
of
Frank
DiGiammarino.
You
may
not
modify,
publish,
transmit,
transfer
or
sell,
reproduce,
create
derivative
works
from,
distribute,
perform,
display,
or
in
any
way
exploit
any
of
the
content
contained
in
this
publication,
in
whole
or
in
part.
"With the publishing of this paper, Frank DiGiammarino has defined an original language-set in order to capture whats happening within organizations and to detail how the government can emulate the model for the benefit of citizens. Frank remains at the forefront of the horizontal thinking that will enable our government to emerge with the next generation of capabilities that all stakeholders demand. Take the time to read this paper as its a front row seat to the ongoing transformation of citizen services in an age of data and meaning. Daniel Forrester, Author, Strategist and Founder of Thruue Inc., a consultancy dedicated to creating high performance cultures via reflective thinking Outcome brokers are needed across government to produce the services that the public is demanding in increasingly greater numbers. Only by using carefully crafted networks can government meet these needs. Frank DiGiammarino has given us a blueprint for a new way of doing business. Ed DeSeve, President, Global Public Leadership Institute and former Special Advisor to President Obama Frank is certainly one of Washingtons great visionaries and thought leaders in the governance and IT space. If you want creative thinking about these topics, no one is better than Frank D. Terry Buss, Executive Director and Distinguished Professor of Public Policy, Heinz College, Carnegie Mellon University, Australia "Frank is part of a rare breed in Washington, he not only thinks big thoughts, but he achieves big results. Breaking through silos to create networked solutions can be a tall order in any organization. Yet, Frank managed to do just this across multiple federal agencies. His OpenTable prescription for achieving better results is exactly what we need to create new, positive outcomes with existing resources. John Fernandez, Partner & Innovation Strategy Director, SNR Denton, Former US Assistant Secretary of Commerce for Economic Development and two-term Mayor of Bloomington, IN "Franks insight causes us to think about two imperatives, firstly the need to unlock the innovation and energy trapped in the current workforce in the public and private sectors, and secondly to create an environment in which the next workforce is willing to invest in our home market" Lee Strafford, Private Sector Board Member, Sheffield City Region Local Enterprise Partnership
and
medical
bills
all
at
once.
Today,
their
pilot
program
is
working
with
local
communities
to
pull
together
the
relevant
information
and
funding
from
DOE,
HUD
and
HHS,
while
concurrently
partnering
with
state
and
local
government,
philanthropy
and
the
private
sector
to
conduct
a
single
assessment
of
low-income
homes.
As
a
result,
they
enable
a
comprehensive,
all-at-once
solution
to
a
familys
problems.
A
house
can
undergo
lead
paint
abatement,
insulation
installment
and
mold
reduction
in
just
a
few
days
of
work.
So
far,
GHHI
has
completed
"interventions"
in
3,000
homes
with
over
5,000
more
underway.
To
date,
post- intervention
data
shows
an
average
decrease
of
32%
in
gas
consumption
and
14%
in
electricity
consumption
per
home.
Equally
impressive
is
its
impact
on
government
efficiencies
and
resident
health.
Specifically,
GHHIs
single,
more- efficient
home
inspection
and
intervention
saves
more
than
23%
in
upfront
service
costs
while
lowering
the
chance
of
repeated
illness.
In
fact,
evidence
shows
a
67%
drop
in
asthma-related
ER
visits
and
hospitalizations
over
GHHIs
first
three
years,
saving,
on
average,
about
$48,000
per
year
per
child
in
Medicaid
costs.
Furthermore,
the
average
cost
of
this
integrated
process
is
just
$1,500
to
$2,100.
Conversely,
before
their
homes
were
positively
impacted,
the
same
kids
with
asthma
were
being
hospitalized
an
average
of
twice
per
year
at
a
yearly
expense
of
$16,000
in
medical
costs,
alone.
This
does
not
take
into
account
excessive
school
absences
or
parents
lost
wages
while
taking
care
of
their
sick
children.
After
a
GHHI
intervention,
though,
no
child
has
needed
to
be
hospitalized
for
an
asthma
attack
and
only
one
is
known
to
have
returned
to
the
ER.1
Recovery
Operations
Center
As
part
of
the
American
Recovery
and
Reinvestment
Act
(Recovery
Act),
Congress
established
the
Recovery
Accountability
and
Transparency
Board
(Recovery
Board).
The
Recovery
Board
set
a
tone
from
the
start
that
they
were
going
to
be
engaged
in
the
details
of
the
Recovery
Acts
implementation
by
using
technology
and
transparency
to
increase
accountability.
This
effort
yielded
a
war
room
at
the
1
Source: The National Coalition to End Childhood Lead Poisoning. Green and Health Homes Grant Data
Recovery
Boards
headquarters
called
the
Recovery
Operations
Center
(ROC)
-
a
place
for
the
Board
to
identify
potential
risks
related
to
the
dispersal
of
Recovery
Act
funds.
The
ROC
serves
as
an
early
warning
system
that
can
detect
suspicious
patterns
by
analyzing
data
and
identifying
potential
high-risk
recipients.
Much
like
OpenTable,
the
ROC
combines
numerous
data
sources
(silos)
and
powerful
analytical
tools
to
allow
specialists
to
sift
through
and
look
for
fraud,
waste
and
abuse.
When
an
investigative
body
like
the
Recovery
Board
securely
pulls
data
together
from
a
wide
range
of
sources
criminal,
demographic,
financial
and
geospatial
they
are
able
to
identify
patterns
that
havent
before
been
exposed.
In
addition,
the
ROCs
analysts
have
diverse
backgrounds
in
economics,
mathematics
and
engineering
to
complement
the
traditionally
trained
investigators
with
whom
they
work.
As
a
result,
when
a
concern
is
identified
using
the
data,
it
is
sent
to
the
appropriate
Inspectors
General,
who
engage
their
respective
agencies
to
prevent
fraud.
Accordingly,
the
ROC
has
become
the
governments
investigation
outcome
broker.
The
ROC
has
been
effective
in
cutting
across
independent
silos
of
information
and
pulling
together
data
that
drives
results.
In
one
case,
a
recipient
of
funding
appeared
to
be
an
upstanding
business.
By
integrating
data
sets,
though,
Recovery
Board
analysts
discovered
that
all
of
the
business
partners
had
a
criminal
history
and
thus
posed
a
greater
degree
of
risk.
In
another
case,
several
individuals
who
used
credentials
from
elderly
doctors
in
other
states
to
file
Medicare
claims
were
flagged
as
suspicious
because
the
fake
doctors
all
shared
one
storefront
office
and
had
no
fax
numbers
or
patient
reviews.
In
yet
another
case,
the
ROC
was
able
to
use
digital
maps
to
show
that
the
addresses
given
by
an
Indiana
businessman
for
his
14
firms
were
really
just
a
parking
lot
that
housed
a
dozen
tractor-trailers.2
Without
the
ROCs
collaborative
approach,
each
investigative
agency
would
only
have
access
to
its
own
information.
If
a
threat
doesnt
exist
within
their
limited
datasets,
a
flag
is
never
raised.
As
the
investigation
outcome
broker,
the
ROCs
process
is
changing
the
paradigm
by
shifting
the
focus
from
simply
detecting
fraud
to
actually
preventing
it.
The
Entrepreneur-In-Residence
Todd
Parks
official
title
is
Chief
Technology
Officer
of
the
United
States
(CTO).
He
also
held
the
title
of
CTO
when
he
was
at
the
Department
of
Health
and
Human
Services
(HHS).
However,
he
was
more
commonly
referred
to
as
the
Entrepreneur-in-Residence
because
he
and
his
team
drove
innovation
to
achieve
remarkable
results.
They
did
this
by
serving
as
an
outcome
broker
for
health.
The
most
obvious
example
of
their
work
is
Healthcare.gov.
This
site
is
a
comprehensive
inventory
of
private
and
public
insurance
plans
that
gives
users
the
ability
to
compare
the
quality
of
care
provided
by
a
vast
range
of
facilities
(e.g.,
hospitals,
nursing
homes,
and
dialysis
facilities).
If
you
need
2
Shalal-Esa, Andrea. Software Helps Government Track Recovery Funds. Huffington Post. Reuters, 16 Nov. 2011. Web. <http://www.huffingtonpost.com/2011/09/16/software-helps-government_n_966710.html>
health insurance, you simply answer a series of quick questions about your current needs and are then presented with a personalized range of choices. When I did this myself, the site produced 80 unique plans for me to review. It even allowed me to filter those plans based on out-of-pocket costs, deductibles and base rates. Very quickly, and much like OpenTable, I was presented with details on a list of options, was able to compare them and was assisted in finalizing my choice. Amazingly, it only took 90 days from the passage of the Patient Protection and Affordable Care Act for Todd and his team to design and build their website. To be clear, this wasnt previously in the works- they started from scratch. Not content to rest on their laurels, the HHS team has continued to improve the site based on feedback from users. In addition, they also launched Healthdata.gov. As its name indicates, this site holds data gathered from all of its agencies (e.g., CMS, NIH, CDC, FDA, etc.) about clinical care providers, consumer products, medical and scientific knowledge and health-related government spending. Moreover, the HHS team is constantly combing through their databases to increase the amount of information they have available. They knew, however, (to draw upon a movie analogy) that they didnt have a Field of Dreams - just because they built it didnt mean people would come. It was clear that over 95% of the world had no idea what data they had. As a result, Todd and his team talked to the potential users of the data, both internally and externally, to understand what it could actually be used to achieve. The team then pulled together health care professionals and high tech innovators to identify the different applications that could be built to utilize the data that had been collected. These groups were then challenged to actually build these applications in 90 days. The 50 best and most useful applications were highlighted at a forum called Health Datapalooza. From Lose It!, a weight-loss tracker, to the Tylenol PM Sleep Tracker, which enables users to monitor their moods and the amount of sleep they get, Todd Parks and his team created a culture of outcome brokering, while enabling independent companies to do the same.
Instead, leaders should understand that information is the ubiquitous energy that powers the Collaborative Era and that information technology enables an organization to flexibly navigate through it. To this end, the emergence of the cloud a commodity which allows companies to remotely satisfy their hardware, software, and data storage needs gives leaders a big opportunity to drive down costs and further enable innovation through the inclusion of a virtually unlimited number of off-site collaborators.