INSIDE

Utah InteRactIve RepoRt 2014

Innovations in Exams and Certifications .......................... 2

Mobile – It’s Reality....................... 2

Security Incident Response: Don’t Rush the Notification Timeline ......3

| continued on page 2 |

Utah.gov: 16 Awards in 2014

tah.gov is one of the most recognized portals in the nation because it truly understands

the challenges of providing a superior online experience that helps citizens connect with govern-ment. Utah Interactive collaborates with state agencies to create and develop online solutions that receive acknowledgment.

Utah.gov has effectively created a strategy to integrate innovative solutions, execute in delivering quality services, and build a search-centric design for a more immersive and relevant user experience. Utah.gov continues to provide increased function-ality resulting in government savings, increased agency efficiency and, ultimately, user satisfaction.

New updates for Utah.gov focused on imple-menting innovations deeper into the website and providing better information for visitors. We enhanced Master Data Index and search, and targeted geolocation information for visitor

Just as the business sector tapped into technology to change how it interacts with its customers, government has utilized a similar approach to better serve its citizens. eGovernment not only improves government efficiencies and customer

satisfaction – it has quantifiable benefits that translate to cost savings and avoidance. Originally launched in 1999, Utah.gov has proactively developed new online

services to meet the demand of both citizens and businesses. Today, Utah.gov offers more than 1,000 online award-winning services.

Providing Financial BenefitsThe University of Utah’s Center For Public Policy & Administration (CPPA) conducted

a study to determine the financial benefits of eGovernment. The study utilized data from the state’s 25 services with the highest transaction totals over a five-year period. While there are a number of potential benefits of online services, the CPPA report provided an analysis and evaluation of the financial benefit realized in a specific form – cost avoidance.

Yielding Financial ResultsThe benefits primarily occur in the costs avoided by agencies as well as a cost savings

per transaction conducted online. Simply put, cost avoidance is the cumulative difference between the costs of providing a service online and the costs of providing the same

nine online Services Saved Utah $46 Million

U

| continued on page 4 |

2 | UTAh INTERACTIvE REpoRT 2014

Innovations in Exams and Certifications

ne of the most exciting innova-tions currently available to the state of Utah is the new Exam

Center application. Utah Interactive, in partnership with Utah.gov, has devel-oped a novel solution for providing, distributing, and verifying exams and certifications in the state.

The new Exam Center application is a robust and flexible tool for administering online compliance programs and certifica-tions. Below are some of the features of Exam Center:

• Build custom exams• Unlimited exams• Randomize questions• Use images in questions• Control length of time for each question

and exam• Allow test takers to pay online• Create multiple administrator accounts• Track exam results in the

administrator dashboardExam Center allows you to save time,

money, and your patience while you administer exams across the state. Utah Interactive can help your agency develop a custom solution for your agency.

Use the Exam Center to collaborate with certification experts on content, and then to manage content throughout the exam development cycle. Exam Center integrates the functionality for developing tests within a suite of highly secure Web-based tools. The system allows for remote collab-oration to reduce the development costs of your examination. It is also configurable, to maximize cost savings while increasing productivity and exam integrity.

service offline (in person, at a government office, by phone, or by mail). The CPPA’s analysis indicates that Utah has avoided significant expenses by providing services in an online format. Twenty-five of the top services provided by the state were analyzed in the study. Data from nine services provided by Utah Interactive formed the core of the savings generated. These nine services alone produced a cost avoidance of millions – $46 million over a five-year period based on nine out of the 25 online services in the study.

In general, the cost for providing the services in an online format is less for the agency than providing the services offline. Using a cost comparison between online and offline, the average cost per transaction for agencies to provide the service online is $3.91; to provide the same services offline, the average cost is $17.11 – a difference of $13.20 per transaction.

Utah Interactive currently works with 65 state agencies, 16 localities, and four political subdivisions using a self-funded model to fund the creation of online services. The estimated costs for providing online services under the self-funded model are approximately $15 million. Utah Interactive alone processes more than 32 million transactions a year. These are costs that the state of Utah would have likely spent to deliver a comparable in-house portal solution, but has avoided because it uses Utah Interactive’s services and a self-funded solu-tion. This self-funded cost avoidance noted above provided an estimated combined avoidance of $61 million. n

| continued from page 1 |

nine online Services Saved Utah $46 Million

Mobile – It’s Reality

Benjamin Franklin said, “In this world nothing can be said to be certain, except death and taxes.” Based on user study and current research, the new reality is “In this world nothing can

be said to be certain, except death, taxes, and a mobile connection.” More than 90 percent of Amer-ican adults have a cellphone, 63 percent of adults use their cellphone to go online, and 34 percent of those users go online mostly using their phone – not using a desktop or laptop computer. That

means many users interact online entirely on their mobile phone.As more online transactions occur on mobile devices it is vitally

important for government agencies to be able to complete simple and frequent transactions on mobile platforms. Today’s online user experience is in a state of constant change. Users now access the Internet anytime, from any location.

Citizens are making payments from mobile platforms and want to complete government transactions that are simple, safe, and secure. They are registering to vote, filing permits, and completing certifications and exams on their mobile devices.

Recently Utah.gov has developed two mobile services that demon-strate how agencies can utilize mobile devices to serve customers.

O

| continued on page 4 |

UTAh INTERACTIvE REpoRT 2014 | 3

ne of the primary concerns when dealing with a security breach is notification to appropriate impacted

parties. And, as security breaches and compro-mised personal information have become nearly a constant in news headlines, there are an increasing number of laws and regulations related to notification in the event of a security breach. In fact, 19 states either introduced or considered security breach legislation in 2014. This year, the Florida Information Protection Act of 2014 was passed, requiring notice to be provided to affected individuals as soon as possible, but no more than 30 days after discovery of the breach. The previous law had a 45-day requirement. Also this year, Kentucky became the latest state to enact security breach legislation, leaving only a few states without any laws requiring notification of secu-rity breaches involving personal information.

In connection with any crime scene, whether it is a cybercrime scene or a physical crime scene, notification about the incident is important. In a physical crime scene, it can take days or even weeks to collect toxicology reports or receive conclusive autopsy findings. In general, the public understands and appre-ciates the time required to collect, analyze, and report the findings of physical crime scene evidence. However, we are seeing something quite different in a cybercrime scene scenario, where expectations are continually being set for companies and cyberforensics profes-sionals to provide immediate and detailed information about a security incident. With a cybercrime, much like with a traditional crime scene, a thorough review of the evidence is essential and a necessary part of the process before any conclusions can be drawn. Despite the expectation, it is advisable to use caution and avoid communicating information too quickly, as this information may eventually

turn out to be erroneous or inaccurate. Accord-ingly, do not rush evidence collection and analysis simply to provide immediate informa-tion to the public. Accuracy is paramount, and it is not appropriate to jump to conclusions or make assumptions when you are in the midst of a security breach. Understand state breach notification laws and notification requirements set by federal law, or industry standards, such as the Payment Card Industry’s Data Security Standard. In addition, make sure sufficient facts have been gathered before making a public statement. Providing too much infor-mation that turns out to be inaccurate could

complicate your ability to effectively manage the breach and your credibility. While it is not always avoidable (i.e., you must comply with the law), guard against misstating informa-tion by rushing the notification timeline or you may run the risk of having to recant and explain earlier statements provided.

In connection with a physical crime scene, a command post is often established to serve as a location for team meetings as well as the location from which media updates are communicated. In addition, a team is formed and specific roles and responsibilities are assigned regarding the reporting of updates. Setting up a command post may also be a good idea for managing a security breach, depending on the magnitude of the issue. This can go hand in hand and be leveraged with executing on a thorough incident response plan, which should serve as the guide for

handling a security breach, including specific roles and responsibilities for multiple teams, notification, and communication.

One of the first things an incident response plan should establish is identification of the incident response team members. Often, team members identified in the plan include the highest leadership levels within the organiza-tion, communications personnel, security and IT professionals, and frontline operations employees. The plan should also clearly define the roles and responsibilities of each incident response team member, including specific action items with associated timelines. Finally,

on an annual basis, the plan should undergo a comprehensive review and modifications should be made, where appropriate, and employees should be trained on how to effec-tively carry out the plan. This will help ensure that the plan is up to date and that incident response team members are prepared should a security incident occur. This will also help alleviate any pressure to report findings imme-diately as the plan should be followed to guide the communication timeline.

Again, even as new legislation continues to tighten security breach notification time-lines that you will be expected to follow, it is not advisable to rush the communica-tion process during a security incident. The best response will stem from taking the necessary time to gather and analyze the cybercrime scene evidence, as well as following a detailed incident response plan.

Security Incident Response: Don’t Rush the Notification Timeline

“ With a cybercrime, much like with a traditional crime scene, a thorough review of the evidence is essential and a necessary part of the process before any conclusions can be drawn.”

O

© 2015 Trozzolo.com

136 East, South Temple, Suite 1150Salt Lake City, UT 84111

(801) 983-8428Utah.gov

relevance. Utah.gov continues to fine-tune the effectiveness of the website using the best principles of design thinking. With the desire to make the large number of secondary pages more indepen-dent, more useful, and act as standalone Web pages, updates focused on providing engaging, visual content on these pages.

Recent updates included:• Infographics were added to help citizens visually understand content and government priorities.• Many additional maps were added to contextualize the vast data repository of geolocated data

in the MDI. • A vertical design layout was utilized for a mobile-first responsive design.These innovations helped Utah.gov win the following awards:

Best of State Utah.gov Winner Best Web-Based Community

Utah Innovation Award Bill Watch/HFLO Honorable Mention

IAC Awards Taxpayer Receipt from Utah.gov Banner Won Best Government Online Ad

Horizon Award Jobs.Utah.gov Winner Bronze Award

Communicator Award Utah.gov 2014 Communicator Award

Interactive Media Award Utah.gov Won Best in Class

PTI - Web 2.0 Awards Google+ Winner

National Association of Legislative Information Technology Online Democracy Award le.utah.gov Winner

Digital State State of Utah “A”

Digital State: Enterprise Information and Communications Technology State of Utah 1st Place

Digital State: Citizen Engagement State of Utah 1st Place

Web Marketing Association – WebAward Utah.gov Winner Standard of Excellence

Best of the Web Utah.gov 2nd Place

W3 Award Utah.gov Gold Award Winner

Davey Utah.gov Silver Award Winner

Case Study: OnTimeOnTime is a free application that provides

UTA riders with real-time vehicle location information. Riders can locate vehicles by searching for nearby stops or by searching transit route number. Maps allow riders to find public transportation stops and routes nearby.

Case Study: Mobile Hunting and Fishing Licenses Online

Utah Interactive worked with the Utah Divi-sion of Wildlife Resources (DWR) to create the official mobile hunting and fishing application. This iPhone and Android application provides outdoorsmen the very best information and technology available to help them enjoy their adventures in the state of Utah.

The DWR wanted the application to match the outdoor adventures available in the state. They surveyed the current technology and looked for ways to provide a leading-edge solution. They wanted it to help individuals and families easily get into the outdoors and be useful in remote areas where there may not be mobile service.

Although Utah Interactive has made incredible advancements in providing useful mobile solutions, there is an even bigger opportunity to create new mobile services for state employees and citizens. Adoption of mobile technology is a rapidly growing solution for automating specific tasks and increasing productivity. n

Utah.gov: 16 Awards in 2014| continued from page 1 |

Mobile – It’s Reality| continued from page 2 |