ISGB/BYGB 7975– Business Analytics For Managers

Project Implementation

Exploring the relationship between complaints on public issues in the New York and its contributors

Team GalactusYueqi Meng

Huanhuan XuMeicen YiJingyi Zhu

Abstract• Public Service Complains - Citizens are unsatisfied with specific

service

• Goal - Determine which part of public service is mostly

complained so that the government can optimize its service

• How - Data cleaning with R, descriptive and predictive analytics

with Cognos

• Variable- Time, date, and details of complaints

• Conclusion- There is a relationship between time and number of

complaints

• This project will help improve public facilities and services

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Introduction• About 1,800,000 complaints on public issues take place in New York City

every year and some complaints happen in one area intensively, i.e. Staten

Island and Brooklyn (Davis, 2015)

• Most complaints take a long time for government departments to deal with,

20 days on average (Johnson, 2011)

• Ambiguous responsibilities of government departments

• One of the biggest resource for our project is NYC 311.

• Complains include parking, housing, street cleaning, noise from

neighborhood, tax, residential maintenance. It is important to respond

various requests and improve services. * References are in the last slide

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Introduction- ImportanceOur project

• Can help New York City Government better understand the

location and time that intensive complaints happen

• Can help improve infrastructure construction

• Can help clearly assign tasks to different agencies

• Can help agencies to increase the efficiency of handling different

complaints

• Problem StatementTo investigate correlation between complaints on public issues, such as heat, sanitary, noise and transportation, and its influencing factors

• RationaleTo offer some managerial implications for 311 to provide better non-emergency municipal services and to help New York City government departments improve work efficiency

To find out where have high possibility of certain complaint types and more services should be provided accordingly

Problem Statement

Methodology6

Data Description• Size: 3,212,424 rows *11 columns, 11 variables• Type

Date: Created Date, Closed DateNumeric: Processing Time ( unit: days)Character: Year, Month, Location Type, Street Name, Borough, Complaint Type, Descriptor, Agency (Coded in numbers)

• Drill Down Capability: Time (Year - Month) & Location (Borough - Street)• Scale

Nominal: Location Type, Street Name, Borough, Complaint Type, Descriptor, Agency (Coded in numbers) Ordinal:: Created Date, Closed Date, Year, MonthContinuous: Processing time ( unit: days)

• # of years: 3 years• Period: 2013-2015• Web link:https://nycopendata.socrata.com/Social-Services/311-Service-Requests-from-2010-to-Present/erm2-nwe9

Hypotheses & VariablesIndependent VariablesCreated DateClosed DateLocation TypeStreet NameBorough YearMonthAgency

Dependent VariablesComplaint TypeDescriptor-specific reason of complaintsProcessing Time

Hypotheses:

• As time goes by, the number of complaints

will decrease.

• As time goes by, government departments’

processing time of complaints will

decrease.

• It takes longest time to deal with

complaints happen in Manhattan.

The Independent variable can be switched to dependent variables depending on the analysis.

Transformation & Tool Selection10

• TransformationOne route is service-oriented architectural approach combined withweb services. Another route is data warehousing. Complaint type analytics usually need to be executedincrementally as new data arrive, for example, when data fornew complaints are made available. Through steps of extract, transform, and load, the efficient andscalable data loading and refresh capabilities have improved.

• ToolsCognos – For data visualization & data mining R – For transform data & clean data

Analytics Queries: answer queries such as “identify complaint type that

have incurred most frequently in Broadway” ,”which government department has highest work efficiency in dealing with complaints”

Reports:

Help New York City government understand the most efficient and effective way to resolve and reduce complaints

Help the government better allocate human resources to each department and different locations

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Project Conceptual Architecture12

Complaint Data Source

• NYC Open Data

Complaint Data

• Used R to extract, transform

• CSV tables

Platform & Tools

• Cognos

Analytics

• Queries• Reports

Analytics Project Domain

Project Domain: Public Policy

•The dataset was extracted from 311 service request and it is public data set that everyone can access to.

•All these data are organized and standardized that are ready for further analysis.

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How Components Work Together

•External data was pooled from 311 governmentsite.

•Dataset was cleaned via steps of extract, transform and load (ETL) into traditional CVS format table.

• Data was processed and aggregated before analysis.

•Using Cognos to analyze structured data

•Get three different kinds of Cognos output, including Queries, Report and OLAP

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Total Processing Time of Government Department

DOT

Government Department Work Efficiency Trend

Government Department Work Efficiency in Different Parts of New York City

Borough1 BRONX2 STATEN ISLAND3 BROOKLYN4 MANHATTAN5 QUEENS

Complaint Trend in Different Parts of New York City

The amount of time busy departments spend on different streets

Scope & Limitations

• Within the scope of complaints on public issues in New York City

• Variables in this dataset are not sufficient to reveal the

correlations between complaints and their mostly occurred areas

• Data is this project is not enough to show the efficiency of

handling different complaints.

• It is hard to measure the efficiency since there is no existing

criteria.

• The dataset only include the current 3 years.

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Managerial Implications•The government should reallocate human resources to busy

agencies to reduce processing time for complaints.•Agencies that cannot respond to complaints quickly should be

trained to ensure high working efficiency.•Services for certain complained issues should be increased in

areas where those complains occur frequently.•Department of Building (DOB) should pay more attention to

enhance the quality of buildings for New Yorkers.•The government should improve infrastructure on Staten Island.•Regular residential building repair and examination should be

offered.

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ConclusionsThis project • Explores the correlation between complaints on public issues

in New York City and their contributors• Reveals the working efficiency of different government

departments on handling complaints - Department of Sanitation increased work efficiency sharply

• Shows locations where most complaints take place – residential buildings

• Reflects seasonal trends of different complaints – winter is the time period when most complaints happen

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Future Research• More aspects of complaints and efficiency will be analyzed in

future research for us to offer more practical suggestions to New York City government to improve services.

• Standardized criteria should be formed to measure efficiency of handling different complaints.

• Locations where complaints took place need more detailed information.

References

1. Johnson, Steven. What A Hundred Million Calls To 311 Reveal About New York. January 10, 2011. Web. March 2, 2016. http://www.wired.com/2010/11/ff_311_new_york/

2. NYC 311. http://www1.nyc.gov/311/about-311.page

3. Davis R C, Mateu-Gelabert P, Miller J. Can effective policing also be respectful? Two examples in the South Bronx[J]. Police Quarterly, 2005, 8(2): 229-247.

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Sample Data