Tanks, Planes, Ships, and Data: Activating the DOD’s Data Strategy

The battles of tomorrow will likely not be fought on the ground, they will take place in cyberspace as nation-states and rogue actors alike look to interrupt the everyday functions of a country via high-tech attacks. Recently we saw the Russian hack of software, designed (ironically) to help organizations monitor network problems and anomalies, which has the government and private companies scrambling to determine what data was compromised. With cyberspace being the new battlefield, data and data management have quickly become a strategic asset in the DoD arsenal.

Last fall, the DOD released the Department's Data Strategy. An overarching guidance on how they will manage, secure, and use data. This document supports the DOD's transition to "a data-centric organization that uses data at speed and scale for operational advantage and increased efficiency." The Data Strategy includes 7 goals, nicknamed VAULTIS, to becoming data-centric:

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Get to Know the CDO

Chief Data Officer (CDO) may be one of the newest C-suite designations, and it's quickly becoming one of the most important. With data-driven government becoming a mandate via the Federal Data Strategy and the Evidence Act, accountability around data management is essential. More than just a way to check a compliance box, having a CDO is a smart business decision in a world where data is critical to how government organizations interact with constituents. However, having a CDO is only a start. The CDO needs to be set up for success as well.

One report indicated that 60% of federal CDOs lack a clear understanding of their role. According to Gartner, a CDO is a senior executive who bears responsibility for enterprise-wide data and information strategy, governance, control, policy development, and effective exploitation. This role makes sure data is secured appropriately for access, as well as privacy concerns, and sets the rules and processes for managing the data lifecycle. The CDO also develops solutions to use that data to create business value.

Even if the role is defined within an organization, CDOs report they lack budget authority or insight into what budget they have to complete their jobs. This mirrors what we have seen with another "young" position, CIOs. Chief Information Officers have seen their role elevated by its measurement in the FITARA scorecard, and with that tracking, are getting more budget authority and input. In addition to budget, CDOs also need the authority to set and enforce policies and processes across their organization and, in doing so, streamline communication among related groups. Continue reading

No More Poker Face – Decoding Attendees’ Real-Time Reactions

We've written here about how the government is looking at facial recognition to improve security and make access to places and data more efficient. While the policy and technology challenges are worked out within multiple government use cases, event planners can look to the same technology to improve how they deliver content and education.

As this article points out, surveys provide a snapshot of audience reaction to an event, but they do so in days, even weeks after it has wrapped. Additionally, there is a lot of effort that goes into getting survey responses back and analyzed, and even then, the sample size may not be statistically valid.

Good speakers and planners know the power of reading the room and adjusting on the fly to keep and increase audience interest and participation. But bright lights, sheer audience size, and general logistics make that problematic. Tracking social media can also provide a real-time pulse on how attendees are digesting and reacting to content. But getting this feedback is dependent on attendees using these platforms and using them in real-time. With facial and biometric technologies, event planners and marketers can remove these challenges and dependencies and collect attendee feedback without having to ask anything of those attendees.

Audience engagement tools using biometrics can identify attendees' emotions without identifying the face or person. In one implementation, video cameras mounted at the side of the stage film the facial expressions of the audience. This feed is run through AI-powered software to identify and track expressions of the people watching the stage and what emotion they are expressing (fear, anger, happiness, etc.). A raw look at this data is available, but within a couple of minutes the software can more fully analyze it and provide a quick view if the audience is reacting positively or negatively.

Following the event, speakers can go back through the data to see where there were emotional peaks. From there, speakers can update their content based on the points that made the most significant connection with the audience.

Pricing can vary depending on the type of technology used and the analytics being run. On average, costs fall in the $5,000-$10,000 range. Some companies offer pricing per attendee, and others have a flat fee. While this can be a large investment, if you weigh the cost of facial recognition against the costs associated with speaker fees, and the event budget in general, spending money to find the effectiveness of sessions makes a lot of sense for future planning.

What are your thought on using facial recognition technology for event planning and management? Have you tried it? Do you want to? Share your thoughts in the comments.

Opening the Data Floodgates

Part of the President's Management Agenda (PMA) calls out leveraging data as a strategic asset for more effective government. In support of this, several pieces of legislation and policy have been created to better enable and even incentivize agencies to make their data available and open for use across government and by citizens.

Federal CIO Suzette Kent recently said that the Federal Data Strategy will be released soon and will prioritize datasets that could help stimulate the economy, protect the nation, and continue important research. The guidelines will present principles that prioritize data security, privacy, and transparency.

This Federal Data Strategy follows the passage of the Open, Public, Electronic, and Necessary (OPEN) Government Data Act at the beginning of the year. This law requires that all non-sensitive government data be made available in machine-readable formats by default. It also creates a Chief Data Officers Council that will address data governance across agencies.

Even before these laws and guidance were released, we've seen how access to data can impact communities. For example, in Asheville, NC, BeLoved Asheville, an activist group of homeless people, launched the Homeless Voice Project. This project filters public crime data using arrestees' addresses. They were able to show that the homeless population was being disproportionally targeted and arrested by highlighting the number of homeless shelter addresses being used. In Norfolk, VA, community groups are using data to show the impact of re-development on communities, highlighting the size of population displacement that would come with gentrification. These groups are finding there is less "shouting across the table" and common ground is easier to find when arguments are backed with data. Continue reading

Innovation is Local

Local governments are quickly becoming home to some of the most innovative applications of big data, analytics, machine learning, IoT, and artificial intelligence. This embrace of new technology is borne out of necessity. Local governments have had to get creative to meet the needs of citizens, demanding a more digital government, while dealing with tight budgets. Cities have introduced apps that allow citizens to report potholes, they have installed "smart" lighting to conserve energy, government organizations have opened up data to allow people to apply for permits online and see the status of their case, and so much more. Additionally, local governments are taking a new look at how to better use and correlate all of the data they hold to enhance city and public health planning.

In the midst of these exciting applications of new technologies, there are challenges. Privacy is a huge concern, both from a data perspective as well as images and information captured from IoT devices across a city. There's also a communication and publicity challenge. Citizen-centric apps and services do no good if people don't know they exist or don't use them. Similarly, there is a learning curve for employees and citizens, and developing the right training to encourage new technology use is critical. Continue reading