Giovanni TonuttiPolicy in Practice

CATCHING UP OR

SLIPPING BEHIND?

Are policy makers embracing

the potential of data analytics?

A UK example

Agenda

1. Introduction to Policy in Practice

2. The power of administrative data

3. The challenges facing policy makers and the use of data

4. The vision

5. Q&A

We make the welfare system simple to understand, so that people can make the decisions that are right for them

www.policyinpractice.co.uk

Policy

national impact

CONSULTANC

local impact

Software

Individual impact

Administrative data

Collected to administer a wide range of public services

Administrative data is:

• Accurate and up-to-date

• Standardised and scalable

• At the household-level

But:

• It is rarely used beyond administrative purposes

Unlocking the potential of this data to improve the design and delivery of social policy

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The challenges

1. The silos mentality

• Public sector departments devise and deliver policies in isolation

• Little consideration of the combined effects of different policies on people

• Information and data are not shared among relevant stakeholders

Local example in Leeds

“I can’t see whether the people affected by national policy changes are the same people that have been

clobbered by other local reforms.”

Steve Carey, Leeds City Council

A person centred approach

2. Lack of systematic evaluation of policy effectiveness

Administrative data can support the work of policy makers at all levels of the policy cycle.

Monitoring and evaluation of policy effectiveness is very poor.

• Some examples at the central government level (one-off exercises) and not systematic

• Almost not existing at the local level.

Pooling data across London

Track behavioural changes

3. Support is reactive and not predictive

• Predictive analytics has not reached the public sector

• Future projections are done at aggregate level, little operational insight.

• Growing awareness of the importance of preventative action, but developments are tied down to low investments.

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The vision

• In the public sector, digitalisation seen as a way to deliver efficiencies.

• Years of austerity policies meant that the emphasis was on fewer resources, lower costs to achieve the same outcomes

Efficiency before effectiveness

• Ambitious programme to bring together 6 different benefits from 3 different departments under 1 system

• Simplify the benefit system to help people better understand their circumstances, and empower them in their choices

• Digitalisation key role

• Government saw this as opportunity to make savings

• Reducing frontline staff

• Initial policy intent has been diluted in striving for efficiencies

Example: Universal Credit

Let’s turn the equation on its head!

• The aim of digitalisation and data analytics should be better outcomes

• Better outcomes in social polices leads to efficiencies.

• Helping people towards greater independence means less public spending.

Effectiveness before efficiency

Better outcomes for

people

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Catching up or slipping behind?

www.policyinpractice.co.uk

Thank you

Giovanni Tonuttigiovannni@policyinpractice.co.uk

+44 (0) 330 088 9242