nebraska information technology commission november 14, 2000
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Nebraska Information Technology Commission November 14, 2000. Plan on Success: eGovernment Strategies. Mark Badger, Internet Strategist Internet Business Solutions Group. Pacific & Emerging Nations Are Contributing to Best Practices. Government Leadership. Building on visionary planning. - PowerPoint PPT PresentationTRANSCRIPT
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1© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Nebraska Information Nebraska Information Technology CommissionTechnology Commission
November 14, 2000November 14, 2000
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2© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Plan on Success: Plan on Success: eGovernment Strategies eGovernment Strategies
Mark Badger, Internet StrategistMark Badger, Internet Strategist
Internet Business Solutions GroupInternet Business Solutions Group
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5© 1999, Cisco Systems, Inc.
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Pacific & Emerging Nations Are Pacific & Emerging Nations Are Contributing to Best PracticesContributing to Best Practices
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6© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Government LeadershipGovernment Leadership
• Building on visionary planning
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7© 1999, Cisco Systems, Inc.
7031217_07F9_c1
The .com’sThe .com’s
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9© 1999, Cisco Systems, Inc.
7031217_07F9_c1
It’s an EvolutionIt’s an EvolutionS
yste
ms
Inte
grat
ion
&
Bus
ines
s P
roce
ss R
eeng
inee
ring
Increasing Strategic Viability
Post Static Post Static InformationInformationPost Static Post Static InformationInformation
Interactive ApplicationsInteractive ApplicationsDynamic ReportsDynamic Reports
Interactive ApplicationsInteractive ApplicationsDynamic ReportsDynamic Reports
Integrated Integrated Government Government
Service DeliveryService Delivery
Integrated Integrated Government Government
Service DeliveryService Delivery
Strategicviability
eTransactionseTransactionseTransactionseTransactions
New Services New Services through integration through integration of existing systemsof existing systems
New Services New Services through integration through integration of existing systemsof existing systems
Government Portals
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10© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Traditional IT Management ModelTraditional IT Management Model
• Information silos with access limited to select few
• Lack of universal access to relevant information
• Duplication of effort
• Expensive/shadow Agency IT
Employees
Partners
Constituents
Suppliers
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11© 1999, Cisco Systems, Inc.
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EmployeesEmployees
PartnersPartners SuppliersSuppliers
ConstituentsConstituents
Value of the NetValue of the NetFast, Right, Cheap, and EasyFast, Right, Cheap, and Easy
Higher Productivity
Greater efficiency
Self Service
Access to informationCustomized 1-2-1
Radically improved customer satisfaction
Higher Voter turnout supporting thosewho “Get It”
Lower costs to transact businessQuicker turnaround times, ease of doing business, automated supply chain n
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12© 1999, Cisco Systems, Inc.
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MyNebraska.GovMyNebraska.Gov
• Self service, voluntary
• Establish relationship--log on, set preferences: voter info; bill tracking; personnel actions; insurance trends……..
• Current services and privileges: DMV; taxpayer; property owner; fishing license; business license; loans; voter regis.; gov’s press rel.
• Provide contact information: phone; cell; e-mail address; home address
• Create payment scheme: credit; debit; direct deposit; EBT; EFT
• Result: NEVER having to stand in line again
• NEXT: Leveraging relational data/not having to own it to fix it
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13© 1999, Cisco Systems, Inc.
7031217_07F9_c1
More Value Delivered More Value Delivered Over the NetworkOver the Network
VoiceNetwork
VoiceCommunica-
tions
DataNetwork
DataCommunica-
tions
Transport,Access,Hosting
EnhancedNetworkServices
Communica-tions
Content
Applications
Communica-tions
Content
Applications
FuturePast
Rel
ativ
e V
alu
e to
En
d U
ser
Time
100%
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14© 1999, Cisco Systems, Inc.
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Cisco’s Annual ITSpending Growth
Annual Growth inAll Other Spending
Relative Growth of IT vs. Other Spending (1996–1999 CAGR)
75%
43%
Cisco’s Aggressive Technology Cisco’s Aggressive Technology Investment StrategyInvestment Strategy
75%75%
43%43%
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15© 1999, Cisco Systems, Inc.
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CustomerCustomerServiceService
CustomerCustomerServiceService ERPERPERPERP
Virtual Virtual ManufacturinManufacturin
gg
E-LearningE-LearningE-LearningE-Learning
FinanceFinanceFinanceFinance
Employee Employee ServicesServices
Employee Employee ServicesServices
E-CommerceE-CommerceE-CommerceE-Commerce
Marketing Marketing Marketing Marketing
Internet ApplicationsInternet Applications
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16© 1999, Cisco Systems, Inc.
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The old line, The old line, “Government can not “Government can not
operate like a operate like a business” is simply, business” is simply,
falsefalse. .
1340_06F8_c4
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17© 1999, Cisco Systems, Inc.
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Opportunities for Demonstrating Opportunities for Demonstrating (e)Effectivness: Leading by (e)Effectivness: Leading by
Example Example
Leadership
Administration
Service to Citizens
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18© 1999, Cisco Systems, Inc.
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Public Institutions in the Public Institutions in the Knowledge EconomyKnowledge Economy
Administering & Knowledge
Service to Citizens
Leadership
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19© 1999, Cisco Systems, Inc.
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Change inChange inOrganizational BehaviorOrganizational Behavior
Right InformationRight Informationat Right Timeat Right Time
Universal AccessUniversal Access
Cisco and Workforce Cisco and Workforce OptimizationOptimization
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20© 1999, Cisco Systems, Inc.
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Workforce OptimizationWorkforce Optimization
• Employee services
– Travel/expense
– Benefits enrollment
– Stock information
– Internal IT help desk
– Directory and organization chart
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21© 1999, Cisco Systems, Inc.
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Workforce Optimization Workforce Optimization ((continued)continued)
• Workflow
– Purchasing/ORM
– Recruiting online
• EIS / Virtual Close
• Communications
– Company wide broadcasts
– Video on demand
– CiscoCast “Push” to field
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22© 1999, Cisco Systems, Inc.
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Cultural & Economic
Impact
Workforce Optimization Application Workforce Optimization Application Value AssessmentValue Assessment
Ease of ImplementationHard Easy
High
Low
Employee DirectoryEmployee Directory
Expense ReportingExpense Reporting
ePurchasingePurchasing
On-line/real time budgetingOn-line/real time budgeting
Communications/collaborationCommunications/collaboratione Learning/employeee Learning/employee
Benefits Benefits EnrollmentEnrollment
Recruiting & HiringRecruiting & Hiring
Employee 401 K ReportsEmployee 401 K Reports
Training Training RegistrationRegistration
Information Information “Push”/Intranet/Access“Push”/Intranet/Access
Employee Performance ReviewEmployee Performance ReviewCultural & Economic
Impact
StandardStandard Desktop Desktop
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23© 1999, Cisco Systems, Inc.
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Potential E-Business ROIPotential E-Business ROI
E-Government
• Portals: easy, efficient constituent access
Standards: efficiencies, cost-effectiveness, collaboration
Improved services: licensing, permits
“
”
Citizens expect the same ease of access from their State Governments as they do
from businesses.
NCC Final Documentation
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24© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Breakaway Strategy Overview…Breakaway Strategy Overview…
• New Century Colorado
• State Government Transaction Infrastructures
• Web Foundations
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25© 1999, Cisco Systems, Inc.
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eUtaheUtah
• Fully Focused Self-Service Environment
– Online procurement
– Searchable directory service
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26© 1999, Cisco Systems, Inc.
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Georgia Technology AuthorityGeorgia Technology Authority
• GTA will own GeorgiaNet
• CIO will become Ex. Dir. Of new authority
• Attract and Retain
• Reduce IT implementation times
• Private Sector Board
• Estb/enforce Statewide standards
• New procurement rules
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27© 1999, Cisco Systems, Inc.
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Personalization for Citizens, Personalization for Citizens, Businesses, EmployeesBusinesses, Employees
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28© 1999, Cisco Systems, Inc.
7031217_07F9_c1
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29© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Motor Vehicle TransactionsMotor Vehicle Transactions
• Vehicle Registration
• Personalized License Plates
• Renewals
$7.75 per trans. Face to Face
$4.50 mail in
$0.91 Internet
• Wait times down to 100 seconds
from 2 1/2 hours
• Turnaround times: 6-8 weeks to
• 3 days
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30© 1999, Cisco Systems, Inc.
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Results Are SignificantResults Are Significant
• Growth of use 12-14% p/yr
• Change in public perception
• Staff become knowledge workers
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31© 1999, Cisco Systems, Inc.
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PA PowerPortPA PowerPort
• Live 10/12/2000
• Partnership: MS/Peripherals Plus
• PA PowerSearch Keyword
• On-line Directory
• Free eMail
• Yellow Pages
• F&G Licensing
• $20M New e-Projects
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33© 1999, Cisco Systems, Inc.
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Solution RoadmapSolution Roadmap
Design NCC concept
Develop multi-use network
Other eGov projects
ŸWork with KPMG & state employees on the visioning
ŸSet statewide standards
ŸWork with KPMG & state employees on the visioning
ŸSet statewide standards
ŸPartner with Telecommunications Service Provider
Ÿ$37 million contract
ŸPartner with Telecommunications Service Provider
Ÿ$37 million contract
ŸStatewide purchasing vehicle
ŸAddress each agency needs
ŸStatewide purchasing vehicle
ŸAddress each agency needs
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34© 1999, Cisco Systems, Inc.
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Net ReadinessNet Readiness
Adapted from Net Ready, by Amir Hartman & John Sifonis of Cisco Systems,with Forward by John Chambers. Publisher: McGraw Hill, Nov.,1999
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35© 1999, Cisco Systems, Inc.
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Net ReadinessNet Readiness
• Leadership in driving Internet StrategyLeadership in driving Internet Strategy
• eGovernment Strategy definedeGovernment Strategy defined
• Integrated with Other Strategic PlansIntegrated with Other Strategic Plans
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36© 1999, Cisco Systems, Inc.
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Net ReadinessNet Readiness
• Roles, responsibilities & accountabilities Roles, responsibilities & accountabilities clearly definedclearly defined
• Funding model establishedFunding model established
• Organized to deliverOrganized to deliver
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37© 1999, Cisco Systems, Inc.
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Net ReadinessNet Readiness
• Scalable infrastructure in placeScalable infrastructure in place
• Standards & Tools definedStandards & Tools defined
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38© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Net ReadinessNet Readiness
• Recruiting & development of ResourcesRecruiting & development of Resources
• Skill sets in placeSkill sets in place
• eGovernment culture establishedeGovernment culture established
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39© 1999, Cisco Systems, Inc.
7031217_07F9_c1
Net ReadinessNet Readiness
How do we develop a comprehensive strategy to
become an Internet Organization?
How do we develop a comprehensive strategy to
become an Internet Organization?
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40© 1999, Cisco Systems, Inc.
7031217_07F9_c1
NewFundamentals
NewFundamentals
OperationalExcellenceOperationalExcellence
BreakthroughStrategies
BreakthroughStrategies
RationalExperimentation
RationalExperimentation
Innovation/NewnessInnovation/Newness
BusinessBusinessCriticalityCriticality
Low
High
Low High
Efficiency &Customer
LoyaltyNew Value
Creation
Managing your Internet Portfolio:Managing your Internet Portfolio:the Internet Value Matrixthe Internet Value Matrix
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41© 1999, Cisco Systems, Inc.
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Critical Success FactorsCritical Success FactorsCritical Success FactorsCritical Success Factors
• User involvement at every stage
• Scoping: Focus and automate in small steps to show clear progress
• Over communicate. Clearly state what will and won’t be included
• Get buy-in from business executive sponsor on scope
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42© 1999, Cisco Systems, Inc.
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Other Key Success FactorsOther Key Success FactorsOther Key Success FactorsOther Key Success Factors
• Don’t boil the ocean…
set aggressive but achievable goals
• Early iterations focus on architecture
• Don’t put everything in version 1!
Minimize early version functionality
Low volume and/or complex functions can be added in later versions
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43© 1999, Cisco Systems, Inc.
7031217_07F9_c1
CIO LeadershipCIO LeadershipCIO LeadershipCIO LeadershipFunctional LeadershipFunctional LeadershipFunctional LeadershipFunctional Leadership
Call to ActionCall to Action
Aggressively partner to...
• Assess current approach (Net Readiness -http://www.netreadiness.com/)
• Develop your Internet Vision/Strategy
• Manage your Internet Portfolio
• Establish Metrics & Measure Results
• Cisco partners
Aggressively partner to...
• Assess current approach (Net Readiness -http://www.netreadiness.com/)
• Develop your Internet Vision/Strategy
• Manage your Internet Portfolio
• Establish Metrics & Measure Results
• Cisco partners
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45© 1999, Cisco Systems, Inc.
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Implementation of Shared: A Implementation of Shared: A DemonstrationDemonstration
• What capabilities can be added to streamline and institute a eCulture within the bureaucracy?
• Access & Accountability (what people are coming to expect …)