Policy & Practice October 2017

ALLEGHENY COUNTY continued from page 5

with minimal loss of transparency. We are committed to using data to its full potential and creating the most effec- tive tools to keep children safe. To learn more about the AFST and the ethical review, please read the full report, “Developing Predictive Risk Models to Support Child Maltreatment Hotline Screening Decisions,” at http://bit.ly/2vN8TT2 . Erin Dalton is the Deputy Director of the Office of Data Analysis, Research, and Evaluation at the Allegheny County (PA) Department of Human Services.

impact evaluation are not yet available, but the evaluation will assess whether the AFST increases the accuracy of decisions, reduces unwarranted varia- tion in decision-making and reduces disparities, and will also examine overall referral rates and workload. Today, a little more than a year after implementation, we continue to explore methods to review, refine, and expand the AFST. We are cur- rently considering replacing the standard logistic regression approach with a hybrid approach that includes machine-learning techniques because it can deliver more accurate scores

in not using the most accurate risk pre- diction measure.” We officially rolled out the AFST on August 1, 2016, and are currently undergoing both an impact evaluation, conducted by Stanford University, and a process evaluation, conducted by Hornby Zeller Associates. Preliminary results from the process evaluation indicate that users feel the AFST allows more dialogue between call screeners and supervisors, increases opportuni- ties to discuss risk and safety, allows more effective targeting of services, and assists with situations where alle- gations are not clear cut. Results of the he or she needed. Through our own research, responsive sites are accessed more frequently and users view more pages during their visit. By creating an experience that benefits a mobile device user, an agency’s site can become a valuable destination point. A critical component of any health and human services program is awareness. If your users don’t know about it, it doesn’t exist. Social media platforms like Facebook, Twitter, and LinkedIn provide a megaphone for agencies to communicate directly with their constituents. Effective social media management requires an agency to craft a deliberate messaging strategy and keep the content fresh. With the right tactics, social media can drive immense growth in website and app traffic. Facebook alone has more than two billion monthly users world- wide. While they may not all be your target audience, social platforms do provide a wide reach, especially when integrated with other state commu- nication methods. Analytic tools and optimized campaigns can help gov- ernment agencies shape their content strategy and ensure that messages reach their intended audiences. Digital isn’t just a buzzword. It’s a way of thinking, and it’s critical that MOBILE continued from page 9

Reference Notes 1. https://www.brookings.edu/blog/ jobs/2012/08/03/a-record-decline-in- government-jobs-implications-for-the- economy-and-americas-workforce/ 2. http://www.pewresearch.org/fact- tank/2017/06/28/10-facts-about- smartphones/ 3. http://www.smartinsights.com/mobile- marketing/mobile-marketing-analytics/ mobile-marketing-statistics/attachment/ mobile-share-of-online-time-percent-2017/

government agencies of all shapes and sizes think about how technology can simplify processes, create opera- tional benefits, and help communicate more effectively with citizens. The supercomputer we carry in our pocket will only get more powerful, and desktops and laptops may eventu- ally go by the wayside. By adopting a “mobile first” approach now, everyone wins.

October 2017   Policy&Practice 35