Smart Data Strategy EN (1).pdf

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Unlocking the Potential of Data
Smart Data Strategy

2
Smart Strategy Overall Approach 3
Smart Data Vision, Mission and Strategic Priorities Approach 4
Smart Data Vision and Mission 5
Development of the Smart Data Strategic Priorities 7
Smart Data Objectives and KPIs 10
Smart Data Projects and Initiatives 15
Prioritization of Initiatives and Projects 16
Appendix 23
Table of Contents

3
Smart Data Strategy Approach
Sample
Output
Steps
Inputs
Step 1 :
Develop Vision,
Mission and
Strategic Priorities
• Smart Gov. National
Plan
• International
Benchmarks from UK,
European Union,
Singapore, Australia
Step 2 :
Develop Objectives
& supporting KPIs
Step 5:
Detail the
Implementation
Roadmap*
• Rationale, objective,
benefits, outcomes
• Risk, probability,
impact and mitigation
• Indicative costs
• Timelines
• RACI matrix, FTE
Roadmap
Mission, Vision and
Objectives & KPIs
• UAE National Vision
2021
• Smart Gov. National
Plan
• UAE ICT Plan 2018
• UAE Innovation
Strategy 2021
• Smart Data Project
Charter
* Presented in another document
• Operating Model
layers
• Current State
Assessment
• International
Benchmarks
Step 3:
Define supporting
Initiatives &
projects
Mapping & breakdown of
initiatives
• Impact on Smart Data
Step 4:
Prioritize the
projects
Prioritization
framework

4
Smart Data Vision, Mission and Strategic Priorities Approach
Steps
Inputs
Step 1a :
Determine Smart
Data Vision
• Map against Smart
Government National
Plan Vision
Step 1b :
Determine Smart
Data Mission
• Use benchmarked
countries to identify
common themes
• Map across Smart
Government Strategic
Pillars
Step 1c:
Determine
• Map against Smart
Government National
Plan Mission
Output
Smart Data Vision Smart Data Mission
Smart Data Strategic
Priorities

5
Smart Data Vision
Smart Data Vision
Adjust and learn as services are provided and consumed
Take action ahead of time by anticipating needs and
requirements
Deliver one-stop end-to-end services that meet peoples’
expectations
Integrate data across all of government to deliver one-stop
end-to-end services
Leverage data analysis to anticipate needs and
requirements
Use data to adjust and learn rapidly
Data driven
Smart
Government
Smart
Government
personalized
for you
Smart Government Vision Principles Smart Data Vision Principles
Mapping of the principles of the Smart Government National Plan
Vision to the Smart Data Strategy
Smart Gov. National plan Vision was leveraged to inform the Smart Data Vision
Smart Government Vision

6
Smart Data Mission
Smart Gov. National plan Mission was leveraged to inform the Smart Data Mission
Smart Data Mission
Think ahead of what people will need and how to best meet
their expectations
Actively listen to people with the aim of continuous
improvement
Provide services according to people’s preference in a way
that makes them feel special
Provide people with efficient and innovative services
through better use of data
Collect data to help listen to people, with the aim of
continuous improvement
Predict people’s demands and needs through data analysis
to best serve them
Utilising
Smart Data
for Smart
Services
Making
services
smart
for people’s
happiness
Mapping of the principles of the Smart Government National Plan
Mission to the Smart Data Strategy
Smart Government Mission
Respond and quickly adapt to trends and requirements as
they arise
Strive to gain the confidence and trust of the people
Use data to identify trends and requirements as they arise
Open datasets to gain trust of people
Smart Government Mission Principles Smart Data Mission Principles

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Development of the Smart Data Strategic Priorities
Smart Gov. National plan and best practice exemplars from international use cases helped to inform the Smart Data strategic priorities
Strategic Pillar 1: People Strategic Pillar 2: Government Strategic Pillar 3: Knowledge Strategic Pillar 4: Innovation
Vision
Smart Government personalized for you
Mission
Making services smart for people’s happiness
Strategic Objective (SO) 1: Improve
Customer Satisfaction
SO2: Increase government
efficiency
SO3: Increase generation & sharing
of knowledge using ICT
SO 4: Increase generation of
innovation
Sharing
(Linking disparate data sets to save government time
and money)
Improving
(Generating data insights for leaders, optimising dept.
performance, acting on citizen feedback)
Personalising
(Using granularity of data to address specific needs
and encourage interaction)
Empowering
(Leveraging ‘ready to use’ data to allow citizens to
make informed choices)
Smart Government National Plan
Solving
(Leverage large data sets to identify trends and
patterns and facilitate problem solving)
Innovating
(Promoting private sector innovation through the
usage of data)
Saving
(Decrease government spend through efficient data
sharing and providing data to citizens online)
Growing
(Increase revenue by making data commercially
available and by fostering economic activity)
Common Themes from International Benchmarks

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Smart Data Strategic Priorities
Growing
Increase revenue by making data commercially available
and by fostering economic activity
Empowering
Leveraging ‘ready to use’ data to allow citizens to make
informed choices
Innovating
Promoting private sector innovation through the usage of
data
Common Themes from
International Benchmarks
Smart Gov. National Plan
Strategic Pillars
Common international themes when looked at in the UAE Smart Government context gave rise to 3 strategic priorities
Smart Data Strategic Priorities
Sharing
Linking disparate data sets to save government time and
money
Saving
Decrease government spend through efficient data
sharing and providing data to citizens online
Solving
Leverage large data sets to identify trends and patterns
and facilitate problem solving
Improving
Generating data insights for leaders, optimising dept.
performance, acting on citizen feedback
Personalizing
Using granularity of data to address specific needs and
encourage interaction
Efficiency
Improve efficiency of government
services through sharing and
reuse of data
Engagement
Encourage use of Open Data to
drive engagement and innovation
Information and Insights
A rich information based society with strong
insights and derived knowledge
Whole of Government
An integrated and connected government that
functions as a whole
Innovation Excellence
Focus on innovation as the driver for excellence
and creativity in delivering better services
People
Consider people perspective, experience in
everything we do as a government and drive their
participation inclusively.
Effectiveness
Use data analysis to inform
decision making

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Summary: Smart Data Mission, Vision and Priorities
Strategic Pillar 1: People Strategic Pillar 2: Government Strategic Pillar 3: Knowledge Strategic Pillar 4: Innovation
Vision
Smart Government personalized for you
Mission
Making services smart for people’s happiness
Smart Data Strategy
Vision
Data driven Smart Government
Mission
Utilising Smart Data for Smart Services
Strategic Priorities 1: Efficiency
Improve efficiency of government services through sharing
and reuse of data
Strategic Priorities 2:
Effectiveness
Use data analysis to inform
decision making
Strategic Priorities 3: Engagement
Encourage use of Open Data to drive engagement and
innovation
For each of the Strategic Priorities supporting objectives were developed by assessing key national strategies and insights from
consultations

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For each of the Strategic Priorities supporting objectives were developed by assessing key national strategies and insights from
consultations
Development of Smart Data Objectives & KPIs
Smart
Government
National Plan
UAE National Vision
2021
UAE ICT Plan
2021
UAE Innovation
Strategy 2021
Smart Data Project
Charter
Questionnaires
One-on-one
meetings
“Increase satisfaction in Government
services”
Smart Government Nat Plan
“Develop… standards & platforms for
local and gov’t entities”
ICT Plan 2021
“Ensure compliance with the evolution
of usage and technologies”
ICT Plan 2021
“Develop a centralized Smart
Government function”
ICT Plan 2021
“Share of ‘knowledge workers’ in the
labor force”
UAE National Vision 2021
“Encourage entrepreneurship [&
public/private] partnerships”
Innovation Strategy 2021
“Focus on Smart Analytics as a Priority
Area”
“Sharing of best practice with gov’t
ministries”
“Setup Innovation Incubators”
“Reduction in processing time and
cost”
“Increase… number of ICT startups”
“Principles of a Smart govt. are
attentive, predictive and responsive”
“Consider people perspective,
experience in everything”
Smart Data Objective 1
Create a single source of
truth
Improve sharing of
relevant data between
ministries
Using data analysis to
inform government
decision-making
Encourage an
entrepreneurial
ecosystem around Open
Data
Enable engagement by
providing means for
people to self-inform
using Open Data
Efficiency Effectiveness Engagement

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truth
(SO1)
Improve sharing across
ministries
(SO2)
Leverage use of data for
decision-making
(SO3)
Development of Smart Data Objectives & KPIs
Objectives identified for the Smart Data Priorities strengthen every aspect of the a data value chain and is expected to result in several
beneficial outcomes
Objectives were identified to
strengthen each aspect of
the value chain
Data
Value Chain
Objectives span the Value
Chain
Share
Collect
Analyze
Publish
Expected beneficial outcomes
Strengthening the entire
data value chain will result in
beneficial outcomes in line
with the national vision
Rankings
Productivity
Citizens
Happiness
• Improvement in Open Data rankings
• Improvement in e-government index
rankings
• Improvement in innovation indices
• Improvement in global
competitiveness index
• Improvement in confidence and trust
in government
• Improvement in customer satisfaction
• Improvement in service delivery
quality (time and cost)
• Improvement in economic indicators
& (SO5)
Encourage usage of
published data
(SO4)

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For each of the Strategic Priorities, we identified a set of objectives that support them, and how these could be measured (through KPIs)
Smart Data Objectives & KPIs
‘Effectiveness’
SP2: Use data analysis to inform decision
making
SO3: Use data analysis to inform
government decision making
Strategic
Priority (SP)
Objectives
‘Efficiency’
SP1: Improve efficiency of government
services through sharing and reuse of
data
SO1: Create a
single source of
truth
SO2: Improve
sharing of
relevant data
between FGEs
‘Engagement’
SP3: Encourage use of Open Data to drive
engagement and innovation
SO4: Encourage
an
entrepreneurial
eco-system
around Open
Data
SO5: Enable
engagement by
providing means
for people to
self-inform using
Open Data
KPI4: % of FGEs with articulated use cases
for decision making
KPI5: % of FGEs using the smart analytics
platform for decision making
KPIs
KPI1: % of FGEs
who have been
assigned as a
custodian for at
least one dataset
relevant to its core
business
KPI2: % of the
Smart Hubs that is
populated
KPI3: % of FGEs
using the Smart
Hubs to deliver
priority services
KPI6: Number of
online services
(mobile and web)
using Open Data
KPI7: Number of
datasets published
on the Open Data
Portal (requested
by public, approved
by the SDC and of
value – value
assessed using the
criteria in the SDF)

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KPI3: % of FGEs using the Smart Hubs to deliver
priority services
KPI4: % of FGEs with articulated use cases for
decision making
KPI Description
Targets*
Year 1 Year 2 Year 3
KPI1: % of FGEs who have been assigned as a
custodian for at least one dataset relevant to its core
business
KPI2: % of the smart hubs that is populated
KPI5: % of FGEs using the smart analytics platform
for decision making
KPIs Targets
100%
25% 70% 100%
25% 70% 100%
100%
25% 70% 100%
• KPI will promote buy in and integration of
datasets from all FGEs into the National
Smart Data System.
• KPI measures the completion of Smart
Hubs by checking the datasets are
available on the system. This is an average
of all define Smart Hubs.
• KPI will assess whether the published
datasets are being used by the FGEs to
deliver priority services.
• KPI will promote FGE participation in the
definition of the analytics platform.
• KPI will measure the ongoing use of the
smart analytics platform by the FGEs once
it has been setup
Description and targets for the KPIs for the next 3 years
KPI6: Number of online services (mobile and web)
using Open Data
8 16 24
• KPI measures number of services which
use the APIs on the Open Data platform
and are active. (Definition of active is at
least one access per week)
KPI7: Number of datasets published on the Open
Data Portal (requested by public, approved by the
SDC and of value – value assessed using the criteria
in the SDF)
550 1100 1650
• KPI will measure the publishing of
datasets which have value and have been
requested through an active consultation
with the public.
- -
- -
Note : * Targets are initial values and not yet final

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Operating model (OM) framework for the Smart Data Strategy
OM elements
Key
Questions
Target State /
Expected
Outcome
Infrastructure & Tools
• What technology is needed to provide to support the
strategy?
• What type of architecture is required?
• Actionable technological architecture
• Systems that integrate seamlessly with the strategic
principles
• Only 22% have unstructured data; remaining use
structured/semi-structured data
• 67% are beginners in data platforms using only the
relational type
Talent & Culture
• What job roles are needed to manage the flow of
data?
• What training (knowledge/ skills) are required?
• What mechanisms are needed to drive a culture of
data in FGE?
• What means are needed to drive Open Data use and
innovation in the society
• Data management and analysis capability across the
federal government
• Availability of guidelines to support recruitment
needs in ministries
• An active use of Open and Smart Data
• A culture of data driven behavior
• Most have data analytics departments but majority
are staffed with only data administrators/analysts,
not the technical and functional skills required
• Only 22% have CIOs
• 90% publish basic volume of Open Data but do not
update regularly; 70% do not engage with data
consumers to understand/ evaluate requirements
• 72% use data analytics in critical decisions only
Processes
• What standards are required to enable the strategy
to be implemented?
• How will the continued success of the program be
ensured and risks actively controlled?
• Well-defined standards that covers all the aspects of
the smart data implementation
• Only 33% have a Big Data strategy
• Only 40% have Open Data strategies
• Only 30% have documented data publishing
standards and specifications within a policy
Current
State*
* Figures are extracted from the Data and Open Data survey results having participants from 8 FGEs, 4 Abu Dhabi Government entities and 2 Dubai Government entities
The Operating Model framework and the current state assessment were leveraged to define the Smart Data future target state

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Link between the different layers of strategy
Objectives
Priorities
Effectiveness Engagement
Efficiency
Create a single
source of truth
Improve sharing of
relevant data
between FGEs
Using data analysis
to inform
government
decision-making
Encourage an
entrepreneurial
ecosystem around
Open Data
Enable engagement
by providing means
for people to self-
inform using Open
Data
Infrastructure
&
Tools
Processes
Smart Data
Standards
National Smart Data
System (NSDS)
Smart Analytics
Unified Open Data
Portal
Standards
National
Smart
Data
ODP
1
Talent
&
Culture
National Smart Data
Resource Centre
(NSDRC)
UAE Open Data
Centre of Excellence
Centres
for
Smart
&
Open
Data
Notes: 1. ODP – Open Data Portal
Strategic Objectives

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Prioritization of Projects
Projects were prioritised by mapping them across strategic priorities and assess their impact on the strategic priorities defined previously
High impact Medium impact Low impact
Project
Priority
SP1: Efficiency
Improve efficiency of government
services through sharing and reuse
of data
SP2: Effectiveness
Use data analysis to inform decision
making
SP3: Engagement
Encourage use of Open Data to drive
engagement and innovation
National Smart Data Resource
Centre (NSDRC)
Strategic Projects
The UAE Open Data Centre of
Excellence (CoE)
Centres for Smart &
Open Data
Strategic Initiatives
3
2
National Smart Data System
Smart Analytics
Unified Open Data portal
National Smart Data
Open Data Portal
2
3
1
1
Smart Data Standards
Standards
Low Priority
High Priority

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Initiative Rationale International Benchmarks
Summary of Underlying Project(s) Rationale for UAE
As-Is Examples
Standards
• Creating a model
that serves to
address all
regulatory
implications of
Smart
Government’s use
of data
• Development of
guidelines to
ensure seamless
end-to-end data
handling including
sharing of data
across
government
entities and the
public
Smart Data Standards
The project will ensure that the
data value chain is guided by an
efficient regulatory environment
and will provide the necessary
guidelines to produce good quality,
reliable and interoperable data
sets.
These will include guiding
principles of quality and standards
of data sets, of their security and
protection at different points of the
infrastructure/system holding
them, and of data management
throughout the different levels of
operations through the data value
chain.
• Currently, there are no
existing guidelines
around data
publication within
FGEs and with the
public
Countries with a high ranking in the Open
Data barometer comply with stringent
regulations.
Australia: Big Data Strategy mentions that its
strategy will comply with the legislative
requirements in place in relation to sharing
of data
Development of Smart Data Initiatives & Projects
Standards
France: The Government has developed a
Government Open Data Handbook that
details guidelines on good practices for
publishing and reuse of government data. In
addition, the document has been tailored to
the needs of different ministries by
highlighting examples of data that can be
released by specific ministries.

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As-Is Examples
Open Data Portal
Enhancements to
the existing
government.ae:
• Creating a unified
hub for accessing
data from
multiple
ministries
• Providing access
to the hub via
mobile
application
• Creating tools for
businesses and
people to
facilitate analysis
of data
Unified Open Data Portal:
Create/enhance the existing portal
to become a data hub that will
enable the government to
extensively share data to the
public. The portal will provide data
exploration tools to perform data
analysis by end users. It will also
include a feedback mechanism to
assess performance and to
understand end-user requirements.
• Currently FGEs have an
Open Data tab on their
website. Moreover,
Government.ae
platform provides an
access to an
aggregated Open Data
portal.
• The portals provide a
certain amount of data
sets; but do not have a
regular mechanism to
update information
and do not offer a
seamless experience to
citizens and businesses
who want to reuse
data
UK: The UK Open Data portal has more than
23,000 datasets available for the public
Australia: Australian Open Data portal has
more than 5,000 datasets available for the
public
Singapore: Data.gov.sg portal has published
8,800 data sets from 60 government
ministries and agencies.
Open Data Portal

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As-Is Examples
• Limited number of
entities have data
specialists working to
leverage big data
analysis.
• The planned Federal
CIO Model, that will
provide ICT talent to
FGEs might incorporate
NSDRC
UK: The Behavioral Insights
team is composed of data scientists helped
to save millions of pounds by leveraging Big
Data analytics in healthcare, transport and
multiple other sectors.
Australia: The whole of Government Data
Analytics Centre of Excellence has been
created to develop tools and platforms that
make better use of data analytics to support
better analysis of data trends,
inform policy development and enhance
understanding and competency across
government agencies
.
UAE Open Data CoE
The centre will be focusing on
raising awareness and interest in
data among the UAE public, on
enhancing collaboration between
public and private entities to
develop skillsets; to enhance data
R&D, and encourage data
innovation and corresponding
economic benefits
• The existing Centre of
Digital Innovation
(CoDI) can incorporate
the pool of data talent
within the Federal
Govenrment.
Singapore: IDA has set up a Business
Analytics Centre of Excellence to develop
local companies their analytics capabilities
which has attracted a lot of interest from the
private sector IDA has also launched a
training program with special courses to
ensure a ready supply of skills in data
analytics and science
Centres for Smart & Open Data
Centres for Smart &
Open Data
Creation of new
centres to drive the
systemic use of data
and data analysis in
UAE:
• Building the
required
capabilities and
talent within the
Federal
Government to
drive insights from
data and extract
larger benefits
from it
• Raising awareness
among the general
public (citizens,
businesses, NGOs,
education &
research
institutes) about
data, data
analysis, and their
respective
benefits
National Smart Data Resource
Centre (NSDRC): The Centre will
assist FGEs, through trainings,
guidance, and development
programs, to drive their Smart &
Open Data projects and will be in
charge of using data analysis to
inform policy development and
enhance service delivery.

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Definitions and Stakeholders

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Smart, Shared and Open Data definitions in the context of this project

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Stakeholder Selection
Impacted
Local
Strategic
Federal
* Private entities so survey might be modified for them
One-on-one meetings to keep up-to-date on project
and be abreast of federal initiatives
One-on-one meetings to be abreast of local initiatives
Survey Questionnaires on Data and Open data
1. Ministry Of Labor
2. Ministry Of Interior
3. Ministry Of Health
4. Ministry of Education
5. Ministry of Finance
6. Emirates ID Auth.
7. National Bureau of
Statistics
8. Etisalat *
9. Du*
Survey Questionnaires on Open data and Big Data
1. Roads & Transport Authority
- Dubai
2. Abu Dhabi Water and
Electricity Authority
3. Dubai Tourism & Commerce
Marketing
4. Health Authority Abu Dhabi
5. Abu Dhabi Education council
6. Department of Economic
Development-Dubai
Federal Champions
Data & Open Data Strategy Supporters
Federal Guides
Federal Oversight and sponsorship
1. Prime Minister’s Office
2. mGovernment Higher Committee
3. Emirates Competitiveness Council
1. Dubai Open Data Committee
2. Abu Dhabi Systems and Information Center
3. Dubai Smart Government Department
4. Dubai Smart City Committee
Local Guides
Local Oversight and experience
Local Champions
Open Data Strategy Supporters
‫‏‬
We prioritized the main stakeholders according to two main criteria: Level of impact by the Smart Data Strategy and level of
oversight required for successful implementation of the Strategy

25
Themes Description Examples
Sharing In most countries, the public sector is made up of thousands of different
organizations holding various data sets, often with duplication — finding ways to
share and link this data together has the potential to save time and efforts for
government institutions.
• UK: DVLA captures the photograph and structure
digitally from the Identity and Passport Service
when applying for a driving license.
Improving Big data analysis serving as a tool for helping government organisation to
understand better how they work and generate insights that leaders can act on. This
could be rom analysing and optimising the performance of a specific department to
gathering and acting on feedback from citizens on service delivery.
• In the UK, NHS publishing MRSA infection rates
in all hospitals on data.gov.uk in “league tables”
for worst hospitals led to bring down infection
rates from 5,000 p.a to 1,200 p.a.
Personalising The granularity in big data opens up new possibilities for personalising services. It is
most useful when the known data relates to a users’ needs and the personalisation
is done in a way that is specific for the transaction being undertaken.
• The Midata project works with businesses to
give consumers better access to the electronic
personal data that companies hold. Giving
people greater access to electronic records of
their past buying and spending habits can help
them to make better buying choices.
Empowering Opening up “ready to use”, free, large government data sets to increase
transparency of government, build trust and empowering citizens to make more
informed decisions.
• One of Mastodon C's projects looked at GPs'
prescription data and demonstrated that, for
example, the NHS could have saved more than
£200 million a year if the generic version of
statins had been prescribed rather than the
patented version.
Solving Unify and correlate large data sets for problem solving. Large, multi dimensional
data sets can be used to identify previously hidden patterns and correlations — e.g.,
new insights on the underlying dynamics of a population. Data correlations with
observed outcomes allows for an auditable, scientific basis for policy decision
making.
• The Livehoods Project presents a new
methodology for studying the dynamics, hidden
structure, and character of a city on a large scale
using social media and machine learning (such as
tweets and check-ins).
‫‏‬
Looking at a range of Public Sector Big and/or Open Data strategies we have identified a set of eight common themes across
markets
‘Common themes’ across government Data strategies (1/2)

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‫‏‬
Looking at a range of Public Sector Big and/or Open Data strategies we have identified a set of eight common themes across
markets
‘Common themes’ across government Big Data strategies (2/2)
Themes Description Examples
Innovating Opening large government data sets brings about new business opportunities at
various levels of the value chain (technology, service, etc.) and in various sectors
(real estate, media etc.). Number of successful private sectors examples and
emergence of “data as a service” business models
• E.g.: Open data distribute “start up” initiatives
• Uber, Garmin, The Weather Channel,
Brightscope etc
• The infomediary sector in Spain (i.e., companies
that sell on top of big data) generate above
€500m annually
Saving (Cost) Efficient sharing of select big data sets can significantly reduce the transactional
costs and redundant expenditures across government agencies. In addition,
providing data to citizens on line in a searchable format had a direct impact in
reducing the cost of servicing
• Bristol City Council estimated that it decreased
its cost of service by 15% per transaction by
introducing their open data catalogue
• San Francisco: $1m savings p.a. with access to
real time transit data (22% fewer SF311 calls)
Growing (Revenues) Some countries have opted to change for commercial usage of data. Governments
are also benefiting from big/open data to increase tax income (indirectly through
economic activity)
• China’s Open Data trading portal with various
depending on data set
• Spain’s Judicial Documentation center

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‫‏‬
Improved understanding through enhanced data-analytics capability - August 2013: the strategy aims to
assist agencies in achieving productivity gains, through better service delivery and policy development
while ensuring the privacy of individuals remains protected
The Australian Public Service Big Data Strategy
The Australian Government will use big data analytics to enhance
services, deliver new services and provide better policy advice, while
incorporating best practice privacy protections and leveraging existing
ICT investments. The Australian Government will be a world leader in
the use of big data analytics to drive efficiency, collaboration and
innovation in the public sector
Vision/Mission
0
1
2
3
4
Sharing
Improving
Personalising
Empowering
Solving
Innovating
Saving (costs)
Growing
(revenues)
Evidence based policy development
Statistics
Business opportunities/ innovation
Skill development
Service Delivery including personalization
Strategic priorities
Productivity/ Cost improvement
Focus ranking against common priorities
Actions
Develop big data better
practice guidance
Identify and report on
barriers to big data analytics
Enhance skills and
experience in big data
analysis
Develop a guide to
responsible data analytics
Develop information asset
registers
Actively monitor technical
advances in big data
analytics

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0
1
2
3
4
Sharing
Improving
Personalising
Empowering
Solving
Innovating
Saving (costs)
Growing
(revenues)
‫‏‬
Unleashing the Potential - June 2012: Transparency is at the heart of the government agenda; opening
up will empower citizens, foster innovation and reform public services
The UK Open Data White Paper
Build greater trust in public data
Personalization of government services
Efficiency of public service
Provide raw material for innovative ventures
Enhance Access to Data
“We are currently co-chairing the Open Government Partnership of 55
governments; the theme of our chairmanship is ‘Transparency Drives
Prosperity’ – demonstrating the value of open governance to economic
growth, inclusive development and improved citizen engagement and
empowerment.”
Minister’s Word
Actions
More Open Data; Better
access to public data;
Opening up access to
research
Changing the culture in
public sector
Strengthening rights to
data; Regulating data
Strengthening data usability
Open policy making; Privacy
impact assessments
Your access to your data;
Breaking down the barriers

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‫‏‬
Working in partnership with business and academia, the government has developed a shared vision for
the UK’s data capability, with the aim of making the UK a world leader in extracting insight and value from
data for the benefit of citizens and consumers, business and academia, the public and the private sectors
A Strategy for UK Data Capability – Seizing the Opportunity
0
1
2
3
4
Sharing
Improving
Personalising
Empowering
Solving
Innovating
Saving (costs)
Growing
(revenues)
The UK is a world leader in dealing with the volume, velocity and
variety of data created and analyzed every day – extracting insight and
value for the benefit of citizens and consumers, business and academia,
the public and the private sector through:
• A strong skills base, able to manage, analyze, interpret and
communicate data
• A strategic plan for our data infrastructure across the country
• World-leading research and development, pushing frontiers and
driving innovation in data science and analytics
• Ensuring that data can be accessed and shared securely, as
appropriate
This is underpinned by a strong policy framework which protects and
empowers citizens and supports innovation and growth – with
government an exemplar of best practice and with science as a key
driver of this capability.
Vision/Mission
Infrastructure, software and collaborative R&D
Sharing and linking data securely and appropriately
Skilled Workforce & Data Confident Citizens
Data Capability Actions
Secure a pipeline of talent &
enhance gov. data
capabilities
Bolster data as a career
Promote the UK data
storage market overseas
Drive awareness, support,
and access to e-
infrastructure for
businesses across six key
sectors
Support R&D collaboration
and work on a national
network of centres in big
data analytics
Promote Open Data and
guidance and advice on the
rights and responsibilities of
data users

30
‫‏‬
IDA seeks to create a vibrant Data & Analytics ecosystem in Singapore and position Singapore
strategically as an international Data & Analytics Hub
Singapore’s IDA's Initiatives in Data & Analytics
Local and foreign enterprises will be able to leverage on Singapore's
Data & Analytics (D&A) capabilities to apply analytics strategically, to
guide business strategy and planning, as well as tactically, to optimize
day-to-day business processes. Effective use of analytics will enable
enterprises to remain agile and competitive in dynamic market
environments, and to maximize productivity.
Singapore’s opportunity in Data & Analytics
0
1
2
3
4
Sharing
Improving
Personalising
Empowering
Solving
Innovating
Saving (costs)
Growing
(revenues)
Innovative application of Data & Analytics
Sectorial economic competitiveness through D&A R&I
Develop supporting platforms and enablers for D&A
Develop capabilities to be positioned as a D&A hub
Thrust Actions
Industry development
• Develop innovative
analytics & cloud
computing products &
services
• Drive regional business
development
Manpower development
• Enable professional
conversion
• Build Business Analytics
& Cloud Computing
talent and capacity
Government & Social
Business Analytics (BA)
Programs; BA Shared
Services
SaaS Enablement;
Standards Development;
Data Protection Regulatory
Framework

31
‫‏‬
The European Commission’s Communication to The European Parliament, The Council, The European
Economic And Social Committee and The Committee Of The Regions, ‘Towards a thriving data-driven
economy’ – July 2014: Data is at the centre of the future knowledge economy and society
European Commission: Towards a thriving data-driven economy
A prominent feature of a data-driven economy will be an ecosystem of
different types of players interacting in a Digital Single Market, leading
to more business opportunities and an increased availability of
knowledge and capital, in particular for SMEs, as well as more
effectively stimulating relevant research and innovation.
Towards a thriving data-driven EU economy
0
1
2
3
4
Sharing
Improving
Personalising
Empowering
Solving
Innovating
Saving (costs)
Growing
(revenues)
Enabling technologies, underlying infrastructures and skills,
particularly to the benefit of SMEs
Share, use and develop its public data resources and research
data infrastructure
Public R&I – focus on related bottlenecks
Relevant, data-friendly policies and legal framework
Improve competitiveness, quality of public service & citizen’s
life
Reform of EU data protection
A set of initial actions
Community Building:
PPP on data; Digital
Entrepreneurship;
development of skill
base; Data market
monitoring; Sectorial
priorities for R&I
Fostering Open Data
policies; Data handling
tools; & New open
standards
Enabling infrastructure
for a data-driven
economy
Assessing regulatory
issues
Digitization of public administration and services
Bring the results of data technologies to the market

33
Summary of survey results
truth
Improve sharing of
relevant data between
ministries
Using data analysis to
inform government
decision-making
Encourage an
entrepreneurial
ecosystem around Open
Data
Enable engagement by
providing means for
people to self-inform
using Open Data
• 33% have a Big Data strategy identifying key business goals and challenges
• 33% have well-defined processes for collecting & ensuring quality of Big Data
• 40% have Open Data strategies identifying key business goals and challenges
• 39% have defined data lifecycle management & archival policies
• 56% share data with other organizations
• But 61% do not have data sharing policies guiding the sharing process
• 22% extensively use data analytics
• 56% have limited usage of data analytics in everyday decisions
• 72% use data analytics in critical decisions only
• 78% have no defined data analytics policy despite extensive use of BI tools
• 90% publish basic volume of Open Data
• 40% update published Open Data annually; 30% update quarterly
• 22% of the organizations anonymize data before holding it in databases
• 30% have documented data publishing standards & specifications within a policy
• 50% have unclear or inexistent processes to guide the development and production
of Open Data and to ensure the quality assurance of Open Data
• 60% are users of Open Data published by other organizations
• 70% do not engage with data consumers to understand/evaluate requirements
Smart Data Objectives Current State Assessment: Survey Questionnaires Results
Efficiency
Effectiveness
Engagement
Implications for the Future
• Very low ordinance of Big Data and Open Data
strategies
• More widespread adoption of these strategies across
entities, in addition to well-defined processes for
collection, lifecycle management and quality assurance
of data, is recommended
• Data sharing exists between entities but could be
extensively improved by the adoption of improved
data sharing policies in addition to nurturing a culture
of utilizing existing Open Data published by other
entities
• Policies need to mandate the use of data analytics
• BI tools exist, but they need to be extensively used to
leverage data in all decision making processes
• A basic volume of Open Data is published
• But processes need to be developed & adopted
mandating the regular update of data
• Data quality standards and specifications have to be
defined by data owners and leveraged by all
• A culture of actively leveraging Open Data in all entities
and in the entrepreneurial ecosystem should be
instituted
Please refer to detailed survey results for full breakdown

Smart Data Strategy EN (1).pdf

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Smart Data Strategy EN (1).pdf