Description
The knowledge, skills and capacity to deliver, support and leverage the BI environment and the right mix of processes, end user tools and enabling technologies to efficiently supply and use reliable and secure integrated data.
Canada Revenue Agency
Business Intelligence Strategy
October 1, 2014 to March 31, 2017
A strategy for data-centric innovation
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page i
TABLE OF CONTENTS
BI Strategy at a Glance ................................................................................................... 1
Introduction ..................................................................................................................... 2
BI at the CRA – The Journey So Far ............................................................................... 5
BI Landscape for Tax Administration............................................................................... 7
Corporate Strategies and Initiatives ................................................................................ 8
Applying BI in CRA Programs and Services .................................................................. 14
Conclusion .................................................................................................................... 16
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 1 of 16
BI Strategy at a Glance
STRATEGIES PRIORITY INITIATIVES
CORPORATE AGENDA
THEME: STRONG FOUNDATION
The knowledge, skills and capacity to deliver, support and leverage the BI environment and the
right mix of processes, end user tools and enabling technologies to efficiently supply and use
reliable and secure integrated data.
Recruit and develop people with the right
knowledge and skills
? Talent management program
? Partnerships with academics
Establish the capacity to act quickly ? BI tools and infrastructure renewal
? Data/analytics sandbox
? Data program led by Chief Data Officer
THEME: IMPROVE INTEGRATION
Increase capacity to conduct research and analytics projects that span programs and the
organization.
Increase opportunities and efficiency through a
whole-of-Agency perspective
? Advanced analytics unit
? Behavioral economics (Nudge) unit
Increase availability and timeliness of access
to quality, integrated data
? Redesign the Managed Metadata
Environment
? Data integration Phase II
? BI data usage framework for internal and
external data
PROGRAMS AGENDA
THEME: SUPPORT PROGRAM AND SERVICE DELIVERY
Plan, prioritize and execute program-focused BI projects based on a rigorous assessment of
impact on Agency costs and performance.
Apply analytics and behavioural economics
techniques to support the CRA’s compliance,
service and integrity objectives
Initiatives vary by program and sponsoring
branch. Some examples are:
? Explore holistic (cross-program) risk score
? Advance risk-based approaches in audit
and debt management
? Use Nudge campaigns to increase
reporting and payment compliance and
uptake of e-services
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 2 of 16
Introduction
Business intelligence (BI) is information derived from the data available to an
organization. It is about gleaning knowledge and insight from that data. BI is not a new
area of interest for the Canada Revenue Agency. We collect and create vast amounts
of data as we conduct the activities required to administer taxes and benefits for
Canadians, and to internally manage our organization. We have been using this data to
derive information about program performance for many years.
Globally, BI is in a period of resurgence. We are
seeing massive increases in the amount of digital
data created every day, from the web, social
media, sensors, and other sources. Technology
is evolving to enable the capture and processing
of these data. (See Big Data and BI
Infrastructure sidebar.) Most importantly, there
has been a realization in the business
environment that there is a potentially significant
payoff to be had if these data could be tapped to
improve products, services and/or customer
reach. These factors are combining to push BI
well beyond its reporting and performance
measurement roots.
This is particularly true in the private sector where
many recent success stories have originated. By
making fundamental changes to their business
processes through the use of advanced data
analytics, these organizations are seeing that the
payoffs for BI investments are making
measurable impacts on the bottom line. For
example:
? Three major U.S. banks – Wells Fargo, Bank
of America, and Discover – are using analytics
to understand aspects of the customer
relationship, particularly multi-channel
interactions that occur through websites, call
centres, direct dealings with bank
representatives and regular banking
transactions;
Big Data and BI Infrastructure
Big data is frequently described in terms of
three characteristics:
? volume, the amount of data in terms of
consumed storage;
? variety, which refers to a mix of
structured, unstructured and semi-
structured formats; and
? velocity, which refers to the speed at
which the data are created or captured.
The McKinsey Global Institute, in its report
Big data: The next frontier for innovation,
competition, and productivity, offers a
more pragmatic “beyond the ability of
typical database software tools to capture,
store, manage, and analyze”. This link
between the big data concept and the
technologies that support its processing is
important, for it is our ability to use the
data that is the key differentiator. For
example, people have been clicking on web
pages since the last century, but the
potential insights to be gleaned from the
web traffic remained hidden until the data
could be captured and used to understand
the business implications.
The notion of “beyond typical database
software tools” is also of note. Enterprises
do not have to adopt entirely new sets of
technologies to take advantage of BI, but
they must be willing to recognize when the
limitations of the existing tools and
infrastructure are reached and specialized
technologies are required.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 3 of 16
? In retail, companies are capturing and analyzing the consumer’s “digital footprint”
and using the results to drive customer loyalty through the provision of customized
special offers and other enticements; and
? Credit card companies are combating fraud by identifying, in real time, transactions
that don’t fit the cardholder’s usual spending patterns.
Public sector organizations are recognizing that
similar techniques can be applied to their own
business challenges. Advancements being made by
other tax administrations are particularly relevant to
CRA. For example, HM Revenue & Customs
(HMRC), the UK tax agency, has invested in BI
solutions to capture and analyze multiple internal
and third party data sources to discern relationships
and patterns. These are then applied in their work
to tackle fraud and evasion.
The UK has also been a leader in the development
and application of behavioural economics
techniques. Its Behavioural Insights Team (BIT) has
worked with a number of UK ministries and now
includes the provision of advice to other
governments as part of its mission. In 2013, the
White House announced the establishment of a
behavioural insights team for the U.S. (See
Analytics and Behavioural Economics sidebar.)
One of the key factors influencing the pace of
adoption of advanced analytics and behavioural
economics techniques is the need for specialized
skillsets. The acquisition, development and
retention of talent are challenges the Strategy needs
to address. In 2011, McKinsey stated
1
“a significant
constraint on realizing value from big data will be a
shortage of talent, particularly of people with deep
expertise in statistics and machine learning, and the
managers and analysts who know how to operate
companies by using insights from big data”. Three years later
2
, “talent challenges are
stimulating innovative approaches—but more is needed. Talent is a hot issue for
1
Big data: The next frontier for innovation, competition, and productivity, McKinsey Global Institute,
June 2011
2
Views from the front lines of the data-analytics revolution, McKinsey Quarterly, March 2014
Analytics and Behavioural Economics
While the term analytics can refer to
any logical analysis, in the BI context it
refers to the more advanced forms of
data analysis, such as statistical
analysis, forecasting, and predictive
modeling. While much could be written
about each of these techniques, they
share a common characteristic: they go
beyond simply reporting what
happened to providing insights about
why something happened, what if the
trend continues, and what will happen
next.
The potential value to be derived from
their application, for example to
support timely evidence-based
decisions, is significant.
Behavioural Economics (BE) is a very
specialized field that integrates a
psychological perspective into analyzing
environment and motivating factors in
order to predict and influence
(“nudge”) behaviours toward a desired
outcome. More specifically, a Nudge is
a policy intervention that targets the
environment in which individuals make
decisions that have important
implications for their well-being. Subtle
features of decision-making context are
re-arranged or added to direct behavior
toward the best option. In many cases,
a Nudge intervention can be a cost-
effective way to facilitate voluntary
compliance with desired outcomes.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 4 of 16
everyone. It extends far beyond the notoriously short supply of IT and analytics
professionals … The management and retention of these special individuals requires
changes in mind-set and culture”.
As the number and variety of available data sources grows, data consumers – and
particularly governments – must remain vigilant to protect privacy. The CRA can learn
from the knowledge and experiences of private enterprise and public entities in other
jurisdictions, but we must apply these lessons learned in a Canadian tax administration
context.
Perhaps most importantly, we must be prepared to move forward with the knowledge
that we will not necessarily get it 100% right the first time. As one participant in
Gartner’s “business analytics in the enterprise” field research
3
noted: “True analytic
innovation comes from trying new things”.
This business intelligence strategy – the CRA’s first – seeks to put the Agency on a path
to data-centric innovation.
3
Why Business Analytics Projects Succeed: Voices From the Field, Carlie J. Idoine, Gartner,
September 12, 2013
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 5 of 16
BI at the CRA – The Journey So Far
The CRA collects and creates a significant amount of data in carrying out its mandate to
administer tax and benefit programs for the Government of Canada and most provinces
and territories. This data – supplemented with limited amounts of data from other
government organizations – is available for BI use, subject to the same rigorous
oversight and strong controls that are in place to secure and protect any other use of
personal or confidential information.
CRA began its BI journey in the realm of reporting, and these first generation BI
solutions – which are used to meet CRA and GC reporting obligations, and for program
quality assurance and planning – still represent a large portion of the Agency’s BI
capacity. The skills and technologies to capture and use data from Agency operational
systems into the Agency Data Warehouse and numerous Data Marts are mature.
Analytics are also being used in program areas to look at past taxpayer behaviour to
better understand future compliance risks. Today, risk-based approaches have
transformed the audit, debt management and non-filer workflows. It is now a common
practice to assess risk and use risk scores to inform workload selection and intervention
approaches, allowing workload to be directed to areas with the highest risk of non-
compliance and potential for tax recovery, resulting in measurable savings.
To date the use of data mining models has provided gross
annual benefits of approximately $180M. – TSDMB
By analyzing operational results to understand the impact of the compliance
interventions, the CRA is able to continuously improve the management and
development of its compliance programs and activities.
Business Intelligence permeates our business processes;
everybody uses BI every day, so we need to be leaders in
this area. – CPB
The Agency also maintains a specialized workforce that provides professional advice,
statistical services and analytical support to clients for statistical, tax, fiscal and socio-
economic policy making. Stakeholders and clients include other federal departments
and agencies, the provinces and territories, the public and private sectors, international
bodies and many areas within the CRA. In 2012, a BI Centre of Expertise was
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 6 of 16
established in the Strategy and Integration Branch to further develop the BI capability
and to provide expert advice on approaches to research, analytics, data mining
techniques and methodology.
CRA’s specialized workforce of statisticians, economists,
methodologists, and program officers produce a variety of
data products addressing all business lines.
The CRA is ready to take the next steps on its BI journey, to position the Agency to
further leverage the power of data to advance our strategic goals. In order to take full
advantage of the inherent opportunities, the Agency needs a BI capability at the ready.
We will seek out collaboration and partnership opportunities to maximize the value of
our investments, and to apply discovered insights across programs, to the full scope of
service and compliance interventions.
We expect that the right application of BI techniques will allow us to:
? Deliver results more efficiently, such as maximizing tax recovered through our
compliance activities by reducing the number of “no change” audits;
? Be more agile in addressing emerging risks and challenges, such as those
presented by the underground economy; and
? Be more responsive to taxpayer needs and expectations, and offer them the
services they need through their preferred channels.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 7 of 16
BI Landscape for Tax Administration
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 8 of 16
Corporate Strategies and Initiatives
STRONG FOUNDATION
Initiative Year 1 (Oct. 2014 – Mar. 2016) Year 2 (Apr. 2016 – Mar. 2017)
BI talent
management
program
? Establish guidelines for the use of short
term (assignment-based) external
resources
? Create a recruitment program, including
entry-level development opportunities
? Create BI Talent Management program
management office
? Develop career path and initiate joint
internal processes
? Launch the recruitment campaign
Partnerships
with
academics
? Establish a framework for academic
partnerships
? Engage academics in at least one
Nudge and one Big Data project
? Develop data-partnership guidelines
? Initiate at least one tax-relevant
partnership research project based on
CRA data
? Create networks to facilitate graduate-
level involvement in the Agency
BI tools and
infrastructure
renewal
? Conduct planning and analysis ? Continue with tools/infrastructure
analysis and design. Implementation
schedule to be coordinated with Shared
Services Canada.
Data Analytics
Sandbox
? Procure and install the necessary
technologies, and make ready for use
? Test the sandbox with one research or
analytics project
? Measure value and make
recommendations for ongoing use
Data program
/ Chief Data
Officer
? Propose roles and responsibilities of
Chief Data Officer
? Propose responsibilities and placement
of data program
? Establish Chief Data Officer
? Establish CRA data program
? Issue first report from the Chief Data
Officer on the state of the Agency's data
People – Addressing the Skills Gap
To take full advantage of data, particularly for research that crosses program and
organizational boundaries, the Agency needs to build and sustain a workforce adept in
advanced data analysis, possessing a blend of business, mathematics, and computer
science expertise. For Nudge applications, specialized knowledge in behavioural
economics is also necessary.
Even with a strong talent pool, it will be difficult for the Agency to keep up with the rapid
advancements in BI techniques and their application in different business scenarios. As
well, there may be times when the Agency requires specialized skills that it does not
possess in-house, or additional capacity that is only needed for a short duration, such
as for a particular research project. Formalized, long term relationships with academics
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 9 of 16
in fields relevant to CRA can bring a range of unique world views, expertise and
innovation to the Agency.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 10 of 16
Tools and Technology – Optimizing the Data Environment
Analysts and researchers must be able to execute their BI activities in an environment
that performs efficiently and can support the demands placed on it. Specialized
technology can improve performance in the supply and use of data. To optimize
delivery times, the Agency must also determine which types of BI activities will continue
to require support from IT personnel, and which can be effectively set up on a self-serve
basis by data analysts and researchers using established tools and capabilities.
While the standard BI platform and processes, and the solutions built upon them, will
meet most needs, we expect that there will be some research and analysis that is best
carried out in a dedicated “sandbox” environment. This sandbox would be characterized
by very fast set-up in bringing diverse cross-program and potentially external data
together for use, flexibility in the types of data that can be included (structured,
unstructured, other files), and high processing speed. This type of environment is not
suitable for all BI users. Specialized knowledge in both data and business would be a
prerequisite for use, but this sandbox would be highly effective in supporting the kind of
one-off, high-profile key questions to which the Agency regularly is called upon to
respond.
Strategic Data Leadership
Currently at the CRA, no single business entity has responsibility for the Agency’s
overall data holdings. Differences in accountabilities affect the Agency’s ability to derive
maximum value from data in its possession or that may be available externally.
Additionally, a whole-of-Agency perspective – rather than an approach closely tied to
the delivery of particular solutions – can improve how the agency collects, uses,
manages, publishes and shares data.
The CRA is proposing that a data program, under the leadership of a Chief Data Officer,
be established to provide a business-led coordinated approach to the acquisition,
governance and use of data.
4
4
The data program is not exclusively a BI need. The Chief Data Officer would also be expected to drive
the Agency’s open data agenda, aligning with Government of Canada Open Data directions. However,
the program and leadership role are expected to provide benefits in the BI space as well.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 11 of 16
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 12 of 16
IMPROVE INTEGRATION
Initiative Year 1 (Oct. 2014 – Mar. 2016) Year 2 (Apr. 2016 – Mar. 2017)
Advanced
Analytics Unit
? Define team make-up and staff team in
SIB
? Create lab environment for team use
? Work with program branches on selected
analytics projects
? Identify an Agency transformation
opportunity for the team to work on
Behavioural
Economics
(Nudge) Unit
? Create Behavioural Economics (Nudge)
team
? Work with program areas to identify and
carry out candidate Nudge initiatives
? Create guidelines for Nudge
development and implementation
process
? Deploy resources to support priority
initiatives across Agency
Redesign the
Managed
Metadata
Environment
? Conduct analysis and design for an
enhanced metadata registry/repository
? Continue with design and construction.
After the strategy period, CRA will
transition from the existing MME to the
new enhanced tool.
Data
Integration
Phase II
? Set scope and parameters for Phase II
? Conduct analysis
? Conduct pilot
? Make recommendations on long term
integration solution(s)
BI Data Usage
Framework
? Draft BI data usage framework ? Finalize BI data usage framework
Centralized analytics and behavioural economics capacity
To better respond to projects with whole-of-agency scope and strategic importance, the
creation of a small centralized team of analytics experts is proposed. The team will
undertake high-profile data and analysis work in support of Agency and government
priorities, supported by program-based expertise on a project-by-project basis. A
centralized team – operating under a hub-and-spoke model that provides services and
expertise across the Agency with resources that can be deployed to specific
assignments on a short-term basis – will also increase the CRA’s agility for program
areas that have only occasional demands for these skills, for whom developing and
maintaining their own capacity is not cost-effective.
Internationally and within the Government of Canada, there has recently been a strong
interest in using insights and approaches gleaned from different disciplines such as
Behavioural Economics (BE), psychology, and sociology to inform decision making and
policy development related to a wide range of compliance issues. Identifying candidate
Nudge projects, and designing the most appropriate intervention, requires specialized
expertise. The hub-and-spoke model recommended for the advanced analytics team is
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 13 of 16
equally applicable to the development and deployment of a behavioural economics
capability at the CRA. In collaboration with program experts, this centre of expertise will
research data model designs, objectives and sampling methodologies to develop a
range of effective and targeted Nudge strategies to increase taxpayer compliance and
service offerings that are based on key program priorities.
Data Provisioning and Use
The capture and use of business and technical metadata enhances data quality and
makes it explicit, an important consideration when data is used for BI. The Managed
Metadata Environment (MME) is a CRA-developed registry and repository that currently
houses limited business metadata, along with a variety of technical metadata. The
redesign of the MME was recommended to enable the capture and use of additional
business metadata properties.
In addition to metadata, integrated data is fundamental to successful BI, particularly
when tackling complex business problems or research questions. A recurring
requirement at the CRA is for a complete view of a taxpayer, over time and across
multiple program interactions. The first phase of the Data Integration Feasibility Study
was conducted between 2012 and early 2014. The second phase will use a ‘big data’
approach to integrate a greater volume and variety of data, seeking to minimize labour-
intensive manual preparation. The goal is to develop a methodology for integrating data
across business lines for both individual and business tax filers, and to understand the
processes and technology needed to implement this integration into an enterprise
reporting system.
To ensure risks associated with data usage are properly identified and managed, we
use a variety of tools – such as Privacy Impact Assessments and Threat Risk
Assessments – during the planning and preparatory phases of Agency projects.
However, these tools were not designed with BI data usage in mind and additional
factors need to be considered. For example, business intelligence data sets may be
comprised of very large amounts of data, but the data may be anonymized to eliminate
or mask identifying characteristics, or they may include external (non-CRA) data.
Assessing the risks associated with using the data, and determining the appropriate
controls to mitigate the risks, needs to be carried out in a BI context.
A BI Data Usage Framework, aligned to the CRA Integrity Framework, to govern and
facilitate BI data usage will be developed to ensure that the CRA continues to act with
the utmost of integrity in the handling of taxpayer and personal data.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 14 of 16
Applying BI in CRA Programs and Services
Some specific opportunities have already been identified to apply one or more
advanced BI techniques within and across programs during the planning period. These
are highlighted below. More plans will be formulated during the strategy period. While
the use of advanced analytics and behavioural economics techniques are a focal point
for the Agency’s BI efforts over the next several years, all programs do not need to
adopt these capabilities to the same extent or at the same pace. For some programs,
continuing to evolve their reporting capabilities may be the BI technique most suited to
their needs now and for the immediate future.
Program area Year 1 and Year 2 (Oct. 2014 – Mar. 2017)
Enterprise ? Explore the development of a holistic risk score for tax entities that can be used across
programs
Audit ? Expand the scope and refine the application of behavioural economics (Nudge)
techniques to reduce the number of cases requiring a full audit
? Share BI results across programs/branches to optimize decisions, for example to
better understand the linkages between activities in ABSB, TSDMB, Appeals, and
CPB
? Conduct analysis on the portability and predictability of risk scores across audit
programs
Debt
Management
? Expand the use of the TSDMB integrated research environment to continue to improve
the risk-based approach to debt management program delivery
? Make use of behavioural economics (Nudge) to influence taxpayer debt payment
behaviour and maximize the use of program resources
? Recruit, train and develop a debt management workforce with knowledge, skills and
expertise in BI
? Strengthen partnerships with other organizations to identify and exploit new ways of
detecting and addressing non-compliant behaviour related to filing and payment
E-Services ? Develop Nudge campaigns to increase the level of e-payments, explore the delivery of
electronic Notices of Assessment through the Agency’s secure portals, and to
continue to increase the e-filing uptake
Expanding the Use of Risk-based Approaches in CRA Programs
Building on the advancements already made through the use of risk scoring to support
the Agency’s compliance activities, the CRA will explore the development of a holistic
risk score that considers a complete view of the taxpayer and could be used across
programs.
In the Audit program, CPB has identified a need to expand its risk view beyond audit-
specific financial risk to include behavioural elements and risk indicators from other
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 15 of 16
programs and other parts of the Agency, to more of a whole-of-taxpayer level. Doing so
will allow the Agency to move from yes/no decisions on audit to a model where based
on risk the Agency will select from a range of interventions – audit, review, information
visit, promotion or communication, encouragement of self-reassessment, Voluntary
Disclosure Program suggestion, investigation or no action.
In the Debt Management program, TSDMB plans to continue using advanced analytics
in combination with behavioural insights and sophisticated segmentation to separate the
compliant from the non-compliant taxpayers. This will allow them to apply the
appropriate tax debt treatment ranging from soft treatments such as service, education,
and communication, through to targeted compliance actions including the use of legal
enforcement tools.
Leveraging Behavioural Economics Approaches
Increasingly, workloads within the compliance programs are managed by selecting from
a range of interventions, based on the factors relevant to a particular case. As the
Agency’s behavioural economics expertise grows, Nudge approaches based on these
principles will be considered along with other more traditional interventions.
On the service side, ABSB plans to use BI – and in particular behavioural economics –
to gain a better understanding of taxpayer needs and behaviour, to use that insight to
help design the right services, and to move taxpayers to e-services.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 16 of 16
Conclusion
Whether focused on improving tax and benefit program outcomes, or looking inwards to
our administrative programs, the possibilities for BI are numerous. The Strategy and
Integration Branch will continue to play a leadership and advocacy role, working with all
parts of the Agency to promote business intelligence, and advance our collective
knowledge, maturity and use of BI techniques.
The initiatives in this Strategy are expected to be funded through a combination of new
investments and existing base budgets. Requirements will be specified in the detailed
work plans.
Strategy progress will be monitored using two complementary measurement tools:
? Agency-level BI measurement – Strategy progress will be reported annually to
senior management.
? Initiative-level BI measurement – Detailed plans for each initiative will specify the
objectives and measures to be used, as well as the governance and reporting
model.
Through this BI Strategy – the Agency’s first – we will continue to apply BI techniques in
our programs – and across programs – to transform approaches and improve
outcomes. Through our corporate initiatives to further strengthen the CRA’s BI
foundation and improve integration, we will position ourselves take advantage of new
and ever-changing opportunities. And as we do so, we will take stock of the results so
that we can learn from them, and apply the evidence-based insights we gather to future
challenges.
We will become an Agency that uses data to fuel innovation.
doc_798409445.pdf
The knowledge, skills and capacity to deliver, support and leverage the BI environment and the right mix of processes, end user tools and enabling technologies to efficiently supply and use reliable and secure integrated data.
Canada Revenue Agency
Business Intelligence Strategy
October 1, 2014 to March 31, 2017
A strategy for data-centric innovation
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page i
TABLE OF CONTENTS
BI Strategy at a Glance ................................................................................................... 1
Introduction ..................................................................................................................... 2
BI at the CRA – The Journey So Far ............................................................................... 5
BI Landscape for Tax Administration............................................................................... 7
Corporate Strategies and Initiatives ................................................................................ 8
Applying BI in CRA Programs and Services .................................................................. 14
Conclusion .................................................................................................................... 16
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 1 of 16
BI Strategy at a Glance
STRATEGIES PRIORITY INITIATIVES
CORPORATE AGENDA
THEME: STRONG FOUNDATION
The knowledge, skills and capacity to deliver, support and leverage the BI environment and the
right mix of processes, end user tools and enabling technologies to efficiently supply and use
reliable and secure integrated data.
Recruit and develop people with the right
knowledge and skills
? Talent management program
? Partnerships with academics
Establish the capacity to act quickly ? BI tools and infrastructure renewal
? Data/analytics sandbox
? Data program led by Chief Data Officer
THEME: IMPROVE INTEGRATION
Increase capacity to conduct research and analytics projects that span programs and the
organization.
Increase opportunities and efficiency through a
whole-of-Agency perspective
? Advanced analytics unit
? Behavioral economics (Nudge) unit
Increase availability and timeliness of access
to quality, integrated data
? Redesign the Managed Metadata
Environment
? Data integration Phase II
? BI data usage framework for internal and
external data
PROGRAMS AGENDA
THEME: SUPPORT PROGRAM AND SERVICE DELIVERY
Plan, prioritize and execute program-focused BI projects based on a rigorous assessment of
impact on Agency costs and performance.
Apply analytics and behavioural economics
techniques to support the CRA’s compliance,
service and integrity objectives
Initiatives vary by program and sponsoring
branch. Some examples are:
? Explore holistic (cross-program) risk score
? Advance risk-based approaches in audit
and debt management
? Use Nudge campaigns to increase
reporting and payment compliance and
uptake of e-services
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 2 of 16
Introduction
Business intelligence (BI) is information derived from the data available to an
organization. It is about gleaning knowledge and insight from that data. BI is not a new
area of interest for the Canada Revenue Agency. We collect and create vast amounts
of data as we conduct the activities required to administer taxes and benefits for
Canadians, and to internally manage our organization. We have been using this data to
derive information about program performance for many years.
Globally, BI is in a period of resurgence. We are
seeing massive increases in the amount of digital
data created every day, from the web, social
media, sensors, and other sources. Technology
is evolving to enable the capture and processing
of these data. (See Big Data and BI
Infrastructure sidebar.) Most importantly, there
has been a realization in the business
environment that there is a potentially significant
payoff to be had if these data could be tapped to
improve products, services and/or customer
reach. These factors are combining to push BI
well beyond its reporting and performance
measurement roots.
This is particularly true in the private sector where
many recent success stories have originated. By
making fundamental changes to their business
processes through the use of advanced data
analytics, these organizations are seeing that the
payoffs for BI investments are making
measurable impacts on the bottom line. For
example:
? Three major U.S. banks – Wells Fargo, Bank
of America, and Discover – are using analytics
to understand aspects of the customer
relationship, particularly multi-channel
interactions that occur through websites, call
centres, direct dealings with bank
representatives and regular banking
transactions;
Big Data and BI Infrastructure
Big data is frequently described in terms of
three characteristics:
? volume, the amount of data in terms of
consumed storage;
? variety, which refers to a mix of
structured, unstructured and semi-
structured formats; and
? velocity, which refers to the speed at
which the data are created or captured.
The McKinsey Global Institute, in its report
Big data: The next frontier for innovation,
competition, and productivity, offers a
more pragmatic “beyond the ability of
typical database software tools to capture,
store, manage, and analyze”. This link
between the big data concept and the
technologies that support its processing is
important, for it is our ability to use the
data that is the key differentiator. For
example, people have been clicking on web
pages since the last century, but the
potential insights to be gleaned from the
web traffic remained hidden until the data
could be captured and used to understand
the business implications.
The notion of “beyond typical database
software tools” is also of note. Enterprises
do not have to adopt entirely new sets of
technologies to take advantage of BI, but
they must be willing to recognize when the
limitations of the existing tools and
infrastructure are reached and specialized
technologies are required.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 3 of 16
? In retail, companies are capturing and analyzing the consumer’s “digital footprint”
and using the results to drive customer loyalty through the provision of customized
special offers and other enticements; and
? Credit card companies are combating fraud by identifying, in real time, transactions
that don’t fit the cardholder’s usual spending patterns.
Public sector organizations are recognizing that
similar techniques can be applied to their own
business challenges. Advancements being made by
other tax administrations are particularly relevant to
CRA. For example, HM Revenue & Customs
(HMRC), the UK tax agency, has invested in BI
solutions to capture and analyze multiple internal
and third party data sources to discern relationships
and patterns. These are then applied in their work
to tackle fraud and evasion.
The UK has also been a leader in the development
and application of behavioural economics
techniques. Its Behavioural Insights Team (BIT) has
worked with a number of UK ministries and now
includes the provision of advice to other
governments as part of its mission. In 2013, the
White House announced the establishment of a
behavioural insights team for the U.S. (See
Analytics and Behavioural Economics sidebar.)
One of the key factors influencing the pace of
adoption of advanced analytics and behavioural
economics techniques is the need for specialized
skillsets. The acquisition, development and
retention of talent are challenges the Strategy needs
to address. In 2011, McKinsey stated
1
“a significant
constraint on realizing value from big data will be a
shortage of talent, particularly of people with deep
expertise in statistics and machine learning, and the
managers and analysts who know how to operate
companies by using insights from big data”. Three years later
2
, “talent challenges are
stimulating innovative approaches—but more is needed. Talent is a hot issue for
1
Big data: The next frontier for innovation, competition, and productivity, McKinsey Global Institute,
June 2011
2
Views from the front lines of the data-analytics revolution, McKinsey Quarterly, March 2014
Analytics and Behavioural Economics
While the term analytics can refer to
any logical analysis, in the BI context it
refers to the more advanced forms of
data analysis, such as statistical
analysis, forecasting, and predictive
modeling. While much could be written
about each of these techniques, they
share a common characteristic: they go
beyond simply reporting what
happened to providing insights about
why something happened, what if the
trend continues, and what will happen
next.
The potential value to be derived from
their application, for example to
support timely evidence-based
decisions, is significant.
Behavioural Economics (BE) is a very
specialized field that integrates a
psychological perspective into analyzing
environment and motivating factors in
order to predict and influence
(“nudge”) behaviours toward a desired
outcome. More specifically, a Nudge is
a policy intervention that targets the
environment in which individuals make
decisions that have important
implications for their well-being. Subtle
features of decision-making context are
re-arranged or added to direct behavior
toward the best option. In many cases,
a Nudge intervention can be a cost-
effective way to facilitate voluntary
compliance with desired outcomes.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 4 of 16
everyone. It extends far beyond the notoriously short supply of IT and analytics
professionals … The management and retention of these special individuals requires
changes in mind-set and culture”.
As the number and variety of available data sources grows, data consumers – and
particularly governments – must remain vigilant to protect privacy. The CRA can learn
from the knowledge and experiences of private enterprise and public entities in other
jurisdictions, but we must apply these lessons learned in a Canadian tax administration
context.
Perhaps most importantly, we must be prepared to move forward with the knowledge
that we will not necessarily get it 100% right the first time. As one participant in
Gartner’s “business analytics in the enterprise” field research
3
noted: “True analytic
innovation comes from trying new things”.
This business intelligence strategy – the CRA’s first – seeks to put the Agency on a path
to data-centric innovation.
3
Why Business Analytics Projects Succeed: Voices From the Field, Carlie J. Idoine, Gartner,
September 12, 2013
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 5 of 16
BI at the CRA – The Journey So Far
The CRA collects and creates a significant amount of data in carrying out its mandate to
administer tax and benefit programs for the Government of Canada and most provinces
and territories. This data – supplemented with limited amounts of data from other
government organizations – is available for BI use, subject to the same rigorous
oversight and strong controls that are in place to secure and protect any other use of
personal or confidential information.
CRA began its BI journey in the realm of reporting, and these first generation BI
solutions – which are used to meet CRA and GC reporting obligations, and for program
quality assurance and planning – still represent a large portion of the Agency’s BI
capacity. The skills and technologies to capture and use data from Agency operational
systems into the Agency Data Warehouse and numerous Data Marts are mature.
Analytics are also being used in program areas to look at past taxpayer behaviour to
better understand future compliance risks. Today, risk-based approaches have
transformed the audit, debt management and non-filer workflows. It is now a common
practice to assess risk and use risk scores to inform workload selection and intervention
approaches, allowing workload to be directed to areas with the highest risk of non-
compliance and potential for tax recovery, resulting in measurable savings.
To date the use of data mining models has provided gross
annual benefits of approximately $180M. – TSDMB
By analyzing operational results to understand the impact of the compliance
interventions, the CRA is able to continuously improve the management and
development of its compliance programs and activities.
Business Intelligence permeates our business processes;
everybody uses BI every day, so we need to be leaders in
this area. – CPB
The Agency also maintains a specialized workforce that provides professional advice,
statistical services and analytical support to clients for statistical, tax, fiscal and socio-
economic policy making. Stakeholders and clients include other federal departments
and agencies, the provinces and territories, the public and private sectors, international
bodies and many areas within the CRA. In 2012, a BI Centre of Expertise was
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 6 of 16
established in the Strategy and Integration Branch to further develop the BI capability
and to provide expert advice on approaches to research, analytics, data mining
techniques and methodology.
CRA’s specialized workforce of statisticians, economists,
methodologists, and program officers produce a variety of
data products addressing all business lines.
The CRA is ready to take the next steps on its BI journey, to position the Agency to
further leverage the power of data to advance our strategic goals. In order to take full
advantage of the inherent opportunities, the Agency needs a BI capability at the ready.
We will seek out collaboration and partnership opportunities to maximize the value of
our investments, and to apply discovered insights across programs, to the full scope of
service and compliance interventions.
We expect that the right application of BI techniques will allow us to:
? Deliver results more efficiently, such as maximizing tax recovered through our
compliance activities by reducing the number of “no change” audits;
? Be more agile in addressing emerging risks and challenges, such as those
presented by the underground economy; and
? Be more responsive to taxpayer needs and expectations, and offer them the
services they need through their preferred channels.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 7 of 16
BI Landscape for Tax Administration
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 8 of 16
Corporate Strategies and Initiatives
STRONG FOUNDATION
Initiative Year 1 (Oct. 2014 – Mar. 2016) Year 2 (Apr. 2016 – Mar. 2017)
BI talent
management
program
? Establish guidelines for the use of short
term (assignment-based) external
resources
? Create a recruitment program, including
entry-level development opportunities
? Create BI Talent Management program
management office
? Develop career path and initiate joint
internal processes
? Launch the recruitment campaign
Partnerships
with
academics
? Establish a framework for academic
partnerships
? Engage academics in at least one
Nudge and one Big Data project
? Develop data-partnership guidelines
? Initiate at least one tax-relevant
partnership research project based on
CRA data
? Create networks to facilitate graduate-
level involvement in the Agency
BI tools and
infrastructure
renewal
? Conduct planning and analysis ? Continue with tools/infrastructure
analysis and design. Implementation
schedule to be coordinated with Shared
Services Canada.
Data Analytics
Sandbox
? Procure and install the necessary
technologies, and make ready for use
? Test the sandbox with one research or
analytics project
? Measure value and make
recommendations for ongoing use
Data program
/ Chief Data
Officer
? Propose roles and responsibilities of
Chief Data Officer
? Propose responsibilities and placement
of data program
? Establish Chief Data Officer
? Establish CRA data program
? Issue first report from the Chief Data
Officer on the state of the Agency's data
People – Addressing the Skills Gap
To take full advantage of data, particularly for research that crosses program and
organizational boundaries, the Agency needs to build and sustain a workforce adept in
advanced data analysis, possessing a blend of business, mathematics, and computer
science expertise. For Nudge applications, specialized knowledge in behavioural
economics is also necessary.
Even with a strong talent pool, it will be difficult for the Agency to keep up with the rapid
advancements in BI techniques and their application in different business scenarios. As
well, there may be times when the Agency requires specialized skills that it does not
possess in-house, or additional capacity that is only needed for a short duration, such
as for a particular research project. Formalized, long term relationships with academics
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 9 of 16
in fields relevant to CRA can bring a range of unique world views, expertise and
innovation to the Agency.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 10 of 16
Tools and Technology – Optimizing the Data Environment
Analysts and researchers must be able to execute their BI activities in an environment
that performs efficiently and can support the demands placed on it. Specialized
technology can improve performance in the supply and use of data. To optimize
delivery times, the Agency must also determine which types of BI activities will continue
to require support from IT personnel, and which can be effectively set up on a self-serve
basis by data analysts and researchers using established tools and capabilities.
While the standard BI platform and processes, and the solutions built upon them, will
meet most needs, we expect that there will be some research and analysis that is best
carried out in a dedicated “sandbox” environment. This sandbox would be characterized
by very fast set-up in bringing diverse cross-program and potentially external data
together for use, flexibility in the types of data that can be included (structured,
unstructured, other files), and high processing speed. This type of environment is not
suitable for all BI users. Specialized knowledge in both data and business would be a
prerequisite for use, but this sandbox would be highly effective in supporting the kind of
one-off, high-profile key questions to which the Agency regularly is called upon to
respond.
Strategic Data Leadership
Currently at the CRA, no single business entity has responsibility for the Agency’s
overall data holdings. Differences in accountabilities affect the Agency’s ability to derive
maximum value from data in its possession or that may be available externally.
Additionally, a whole-of-Agency perspective – rather than an approach closely tied to
the delivery of particular solutions – can improve how the agency collects, uses,
manages, publishes and shares data.
The CRA is proposing that a data program, under the leadership of a Chief Data Officer,
be established to provide a business-led coordinated approach to the acquisition,
governance and use of data.
4
4
The data program is not exclusively a BI need. The Chief Data Officer would also be expected to drive
the Agency’s open data agenda, aligning with Government of Canada Open Data directions. However,
the program and leadership role are expected to provide benefits in the BI space as well.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 11 of 16
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 12 of 16
IMPROVE INTEGRATION
Initiative Year 1 (Oct. 2014 – Mar. 2016) Year 2 (Apr. 2016 – Mar. 2017)
Advanced
Analytics Unit
? Define team make-up and staff team in
SIB
? Create lab environment for team use
? Work with program branches on selected
analytics projects
? Identify an Agency transformation
opportunity for the team to work on
Behavioural
Economics
(Nudge) Unit
? Create Behavioural Economics (Nudge)
team
? Work with program areas to identify and
carry out candidate Nudge initiatives
? Create guidelines for Nudge
development and implementation
process
? Deploy resources to support priority
initiatives across Agency
Redesign the
Managed
Metadata
Environment
? Conduct analysis and design for an
enhanced metadata registry/repository
? Continue with design and construction.
After the strategy period, CRA will
transition from the existing MME to the
new enhanced tool.
Data
Integration
Phase II
? Set scope and parameters for Phase II
? Conduct analysis
? Conduct pilot
? Make recommendations on long term
integration solution(s)
BI Data Usage
Framework
? Draft BI data usage framework ? Finalize BI data usage framework
Centralized analytics and behavioural economics capacity
To better respond to projects with whole-of-agency scope and strategic importance, the
creation of a small centralized team of analytics experts is proposed. The team will
undertake high-profile data and analysis work in support of Agency and government
priorities, supported by program-based expertise on a project-by-project basis. A
centralized team – operating under a hub-and-spoke model that provides services and
expertise across the Agency with resources that can be deployed to specific
assignments on a short-term basis – will also increase the CRA’s agility for program
areas that have only occasional demands for these skills, for whom developing and
maintaining their own capacity is not cost-effective.
Internationally and within the Government of Canada, there has recently been a strong
interest in using insights and approaches gleaned from different disciplines such as
Behavioural Economics (BE), psychology, and sociology to inform decision making and
policy development related to a wide range of compliance issues. Identifying candidate
Nudge projects, and designing the most appropriate intervention, requires specialized
expertise. The hub-and-spoke model recommended for the advanced analytics team is
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 13 of 16
equally applicable to the development and deployment of a behavioural economics
capability at the CRA. In collaboration with program experts, this centre of expertise will
research data model designs, objectives and sampling methodologies to develop a
range of effective and targeted Nudge strategies to increase taxpayer compliance and
service offerings that are based on key program priorities.
Data Provisioning and Use
The capture and use of business and technical metadata enhances data quality and
makes it explicit, an important consideration when data is used for BI. The Managed
Metadata Environment (MME) is a CRA-developed registry and repository that currently
houses limited business metadata, along with a variety of technical metadata. The
redesign of the MME was recommended to enable the capture and use of additional
business metadata properties.
In addition to metadata, integrated data is fundamental to successful BI, particularly
when tackling complex business problems or research questions. A recurring
requirement at the CRA is for a complete view of a taxpayer, over time and across
multiple program interactions. The first phase of the Data Integration Feasibility Study
was conducted between 2012 and early 2014. The second phase will use a ‘big data’
approach to integrate a greater volume and variety of data, seeking to minimize labour-
intensive manual preparation. The goal is to develop a methodology for integrating data
across business lines for both individual and business tax filers, and to understand the
processes and technology needed to implement this integration into an enterprise
reporting system.
To ensure risks associated with data usage are properly identified and managed, we
use a variety of tools – such as Privacy Impact Assessments and Threat Risk
Assessments – during the planning and preparatory phases of Agency projects.
However, these tools were not designed with BI data usage in mind and additional
factors need to be considered. For example, business intelligence data sets may be
comprised of very large amounts of data, but the data may be anonymized to eliminate
or mask identifying characteristics, or they may include external (non-CRA) data.
Assessing the risks associated with using the data, and determining the appropriate
controls to mitigate the risks, needs to be carried out in a BI context.
A BI Data Usage Framework, aligned to the CRA Integrity Framework, to govern and
facilitate BI data usage will be developed to ensure that the CRA continues to act with
the utmost of integrity in the handling of taxpayer and personal data.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 14 of 16
Applying BI in CRA Programs and Services
Some specific opportunities have already been identified to apply one or more
advanced BI techniques within and across programs during the planning period. These
are highlighted below. More plans will be formulated during the strategy period. While
the use of advanced analytics and behavioural economics techniques are a focal point
for the Agency’s BI efforts over the next several years, all programs do not need to
adopt these capabilities to the same extent or at the same pace. For some programs,
continuing to evolve their reporting capabilities may be the BI technique most suited to
their needs now and for the immediate future.
Program area Year 1 and Year 2 (Oct. 2014 – Mar. 2017)
Enterprise ? Explore the development of a holistic risk score for tax entities that can be used across
programs
Audit ? Expand the scope and refine the application of behavioural economics (Nudge)
techniques to reduce the number of cases requiring a full audit
? Share BI results across programs/branches to optimize decisions, for example to
better understand the linkages between activities in ABSB, TSDMB, Appeals, and
CPB
? Conduct analysis on the portability and predictability of risk scores across audit
programs
Debt
Management
? Expand the use of the TSDMB integrated research environment to continue to improve
the risk-based approach to debt management program delivery
? Make use of behavioural economics (Nudge) to influence taxpayer debt payment
behaviour and maximize the use of program resources
? Recruit, train and develop a debt management workforce with knowledge, skills and
expertise in BI
? Strengthen partnerships with other organizations to identify and exploit new ways of
detecting and addressing non-compliant behaviour related to filing and payment
E-Services ? Develop Nudge campaigns to increase the level of e-payments, explore the delivery of
electronic Notices of Assessment through the Agency’s secure portals, and to
continue to increase the e-filing uptake
Expanding the Use of Risk-based Approaches in CRA Programs
Building on the advancements already made through the use of risk scoring to support
the Agency’s compliance activities, the CRA will explore the development of a holistic
risk score that considers a complete view of the taxpayer and could be used across
programs.
In the Audit program, CPB has identified a need to expand its risk view beyond audit-
specific financial risk to include behavioural elements and risk indicators from other
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 15 of 16
programs and other parts of the Agency, to more of a whole-of-taxpayer level. Doing so
will allow the Agency to move from yes/no decisions on audit to a model where based
on risk the Agency will select from a range of interventions – audit, review, information
visit, promotion or communication, encouragement of self-reassessment, Voluntary
Disclosure Program suggestion, investigation or no action.
In the Debt Management program, TSDMB plans to continue using advanced analytics
in combination with behavioural insights and sophisticated segmentation to separate the
compliant from the non-compliant taxpayers. This will allow them to apply the
appropriate tax debt treatment ranging from soft treatments such as service, education,
and communication, through to targeted compliance actions including the use of legal
enforcement tools.
Leveraging Behavioural Economics Approaches
Increasingly, workloads within the compliance programs are managed by selecting from
a range of interventions, based on the factors relevant to a particular case. As the
Agency’s behavioural economics expertise grows, Nudge approaches based on these
principles will be considered along with other more traditional interventions.
On the service side, ABSB plans to use BI – and in particular behavioural economics –
to gain a better understanding of taxpayer needs and behaviour, to use that insight to
help design the right services, and to move taxpayers to e-services.
CRA Business Intelligence Strategy – October 1, 2014 to March 31, 2017
A strategy for data-centric innovation Page 16 of 16
Conclusion
Whether focused on improving tax and benefit program outcomes, or looking inwards to
our administrative programs, the possibilities for BI are numerous. The Strategy and
Integration Branch will continue to play a leadership and advocacy role, working with all
parts of the Agency to promote business intelligence, and advance our collective
knowledge, maturity and use of BI techniques.
The initiatives in this Strategy are expected to be funded through a combination of new
investments and existing base budgets. Requirements will be specified in the detailed
work plans.
Strategy progress will be monitored using two complementary measurement tools:
? Agency-level BI measurement – Strategy progress will be reported annually to
senior management.
? Initiative-level BI measurement – Detailed plans for each initiative will specify the
objectives and measures to be used, as well as the governance and reporting
model.
Through this BI Strategy – the Agency’s first – we will continue to apply BI techniques in
our programs – and across programs – to transform approaches and improve
outcomes. Through our corporate initiatives to further strengthen the CRA’s BI
foundation and improve integration, we will position ourselves take advantage of new
and ever-changing opportunities. And as we do so, we will take stock of the results so
that we can learn from them, and apply the evidence-based insights we gather to future
challenges.
We will become an Agency that uses data to fuel innovation.
doc_798409445.pdf