e-Government or
Out of Government
e-Government or Out of Government
Mark J. Barrenechea
Tom Jenkins

Mark J. Barrenechea
Tom Jenkins

E-GOVERNMENT OROUT OF GOVERNMENTMark J. Barrenechea
Tom Jenkins

Barrenechea, Mark J.
Jenkins, Tome-Government or Out of Government
First Printing, April 2014
Printed in CanadaFirst Edition
ISBN
978-0-9936047-2-0$29.00 U.S.
Published byOpen Text Corporation
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IIIACKNOWLEDGEMENTS

This book is dedicated to the staff, partners,
and customers of OpenText Corporation andits subsidiaries. This book is possible due to their
combined efforts, innovation, and collective vision.

We would like to thank the staff, users, and partners of
OpenText Corporation for their contributions to this book.
Special thanks go to writer and editor Elizabeth Hanson,
editors Ian E. Wilson and Rebecca Graves,and the following contributors:
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Suzanne Chiovitti, Kevin Cochrane, Jeff Cowan, Randy Crow, Eileen Cukier, Bill Cumby,
Brian C. Davis, David Dunn, Sonia Florez Fernandez, Herb Hayde, Dave Hughes, Daniel Hopkin,
Steven Keifer, Thomas Keuschnigg, Walter Koehler, Sabine Kusmierz, Christine Lesden,
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We would also like to thank Meagan Terrel, Srgjan Spasik,
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Special resources are accredited in the Bibliography.
IVCONTENTS
ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  IV
FOREWORD. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XII
1.

THE BUSINESS NEED FOR E-GOVERNMENT.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 2

Driving Mission at Every Level
The Call to Modernize Mission
Modernizing the Mission: To Serve
Modernizing the Mission: To Engage
Modernizing the Mission: To Regulate
Modernizing the Mission: To Protect
		Government of Aragón
		International Post Corporation
		
Derby City Council
		
U.S Department of Defense

2.

HOW GOVERNMENTS ARE ORGANIZED .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 20
Systems of Government
Models of Government Relationships
Our Shifting Digital Landscape		Derbyshire County Council
		
		

3.

Regional Municipality of YorkThe Institute of Public Administration of Canada

THE GOVERNMENT ICT LANDSCAPE .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 38

Information as a Commodity
The Foundation for Holistic Government
Efficient e-Government
Mobile e-Government
Secure e-Government
Accountable e-Government		Clerk of the Circuit Court, Pinellas County
		General Council of the Judiciary
		Melbourne Water

V4.

E-GOVERNMENT DRIVES PRODUCTIVITY .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 58
Govern Information with ECM
Accelerate Processes with BPM
Deliver Exceptional Citizen Experience with CEM
Meet Budget Requirements with Secure Information Exchange
Improve Insight for Decision Makers Through Discovery

		
		
		
		
		

5.

Hong Kong Polytechnic University
U.S. Department of JusticeCity of Edmonton
Karlsruhe Institute of Technology
Mumbai International Airport Limited

E-GOVERNMENT TECHNOLOGIES .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 74
Content Suite
Process Suite
Experience Suite
Information Exchange Suite
Discovery Suite

		
		
		

6.

Metro Vancouver
Care Assessment Agency (CIZ)
Oakland County, Michigan

E-GOVERNMENT AT THE INTERNATIONAL LEVEL .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 94
New Models of Engagement
Facilitating International Development
International Standards and Regulations
Private Sector and NGO Engagement

		The LEND Network
		CARE Canada		International Organization for Standardization Central Secretariat
		
Office of the Superintendent of Financial Institutions
		Vancouver Olympics: 2010 Winter Games		RBS 6 Nations Championship

7.

E-GOVERNMENT AT THE NATIONAL LEVEL .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 110
Accelerating Transformation
e-Government in Canadae-Government in the United States
e-Government in Europe
e-Government in the United Kingdom
e-Government in Germany		Transport Canada		European Court of Human Rights
		DOMEA		Netherlands Ministry of Defense

VI

8.

E-GOVERNMENT AT THE REGIONAL LEVEL .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 126

Digital Health Care Reform
e-Government for Education
Managing Natural Resources Digitally
e-Government in Energy and Utilities
		
Geisinger Health System		Western Cape Government Health		Suffolk University		Junta de Andalucía
		
LUKOIL Overseas Holding GmbH		SWK STADTWERKE KRFELD AG

9.

E-GOVERNMENT AT THE LOCAL LEVEL. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 148
Building Smart Cities Through e-Government
Adoption at the Municipal Level
Streamlining Constituent e-Services
Improving Program Performance
e-Government Return on Investment

		City of Barcelona
		
		
		

State Council of the Canton of Valais
City of San Francisco, Human Services Agency
Calgary Police Service

10. REINVENTING PUBLIC-PRIVATE PARTNERSHIPS (P3S). . . . . . . . . . . . . . . . 162
Lessons Learned from the Private Sector
What are Public-Private Partnerships?
A Brief History of P3s
Government Program Support
The Evolution of P3s
e-Government: Powering Public-Private Partnerships
		Alabama Gas
		G20 Summit

11. E-GOVERNMENT AND THE FUTURE .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 176
2020: e-Government or Out of Government
The Transformative Promise of e-Government
e-Government 2020

		Naval Sea Systems Command (NAVSEA)
		
		

VII

City of Surrey
The Library of Parliament, Canada

12. OPEN GOVERNMENT AND CROWDSOURCING.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 192
What is Open Government?
What is Open Data?
Why is Open Data Important?
Open Data and Crowdsourcing
Open Data Global Initiatives
e-Government: A Platform for Open Data and Crowdsourcing
GCDOCS

13. E-GOVERNMENT AND BIG DATA .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 216
Big Data in the Public Sector
The Hidden Value of Big Data
The Challenges of Big Data
Big Data in Action: Crime Prevention and Protection
Big Data in Action: Visualization
Big Data in Action: Geospatial Data		

Global Public Health Intelligence Network		State Lotteries of Spain		IQ Business Group		

Pennsylvania State University

14. MOBILE E-GOVERNMENT IN THE CLOUD.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 236
A New APPtitude
Mobile Case Management
The Cloud and Distributed Government
Driving the Evolution of Government Apps
Building a Government App Store
Security and the BYOD Trend
		Belgian Railways		

U.S. Department of the Interior

		Bundesrechenzentrum (BRZ)

15. STRATEGIES FOR CHANGE MANAGEMENT.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 256
Transformational Leadership
Building Capacity
Assessing (and Taking) Risks
Redefining Processes
Enterprise Architecture
Challenges to Change Management in Government
		ClearCadence

GLOSSARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268
BIBLIOGRAPHY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286
INNOVATOR STORY AND INTERVIEW BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . 294
INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
VIII

INNOVATOR STORIES AND INTERVIEWS
Alabama Gas Corporation (Alagasco). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
Belgian Railways. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
Bundesrechenzentrum (BRZ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
Calgary Police Service (CPS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Care Assessment Agency (CIZ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
CARE Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
City of Barcelona . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
City of Edmonton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
City of San Francisco, Human Services Agency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
City of Surrey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
ClearCadence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
Clerk of the Circuit Court, Pinellas County. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Department of Canadian Heritage: Vancouver 2010 Winter Olympics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Derby City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Derbyshire County Council. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
DOMEA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
European Court of Human Rights (ECHR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
G20 Summit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
GCDOCS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
Geisinger Health System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
General Council of the Judiciary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Global Public Health Intelligence Network (GPHIN). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  220Government of Aragón. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Hong Kong Polytechnic University. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Institute of Public Administration of Canada (IPAC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
International Organization for Standardization Central Secretariat (ISO). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
International Post Corporation (IPC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
IQ Business Group (IQBG) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
Junta de Andalucía. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Karlsruhe Institute of Technology (KIT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Library of Parliament Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
LUKOIL Overseas Holding GmbH. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Melbourne Water. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Metro Vancouver . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Mumbai International Airport Limited (MIAL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Naval Sea Systems Command (NAVSEA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Netherlands Ministry of Defense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Oakland County Michigan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Office of the Superintendent of Financial Institutions (OSFI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Pennsylvania State University. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
RBS 6 Nations Championship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Regional Municipality of York. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
State Council of the Canton of Valais. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
State Lotteries of Spain (SELAE). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
Suffolk University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
SWK STADTWERKE KRFELD AG. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
The LEND Network. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Transport Canada. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
U.S. Department of Defense (DoD). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
U.S. Department of Justice (DOJ). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
U.S. Department of the Interior (DOI). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
Western Cape Government Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
IX

FOREWORD
Let us be clear: society is changing. Mobile devices are globally ubiquitous, and theircapabilities continue to advance rapidly. Apps and WiFi, big data coupled with semantic
search, and proliferating social media profoundly impact not just our ways of storing
information and communicating but also the fundamental nature of social interaction.
This is not some passing fad but a meaningful transformation of the social fabric. Traditional
business models—in the production and distribution of content, broadcasting, and news
and in customer interaction, financial services, and other fields—are being disrupted andtransformed. It is a time for creativity and innovation as new business models, structures,and even professions emerge to thrive or fail. It is an exhilarating time. It can also be painfully difficult. And it is unavoidable.
Large institutions, serving society for generations, are challenged to keep pace as we evolve
as a digital society. Education, health care, defense, and public safety are at the forefront,
but all governments are challenged to balance the traditions and values they were designed
to uphold while adapting to lead in a digital environment. Layers of rules and regulations
and long-established habits and assumptions combine with inertia to constrain the flexibility
and nimble responses required. Bureaucracies have long worked within professional silos
very comfortably and without the pressure of competition. But that too is shifting. The issues of a modern society cut across all disciplines and organizational structures, demanding
collaboration and information sharing throughout the enterprise.
A government’s online presence, services, and standards are now publicly clear and eachcan be assessed and measured against best practices. Citizens, now accustomed to interactingwith their banks and retailers or easily finding information online, compare government
services and information sources with these private sector transactions. The comparison
becomes more prevalent as open government initiatives unleash data and private sector
ingenuity finds new value by creating more cost-effective services. Industry associations
and concerned citizens can now compete with the government hierarchies as experts, andcrowdsourcing or engagement allows many voices to have a role in governance. We expect
governments to offer truly citizen-centric services that do not forsake private sector
convenience and ensure coordination across various programs and jurisdictions. Moreover,this coordination is further complicated by the imperatives of respecting privacy andinformation security.

XThe Honorable Kevin Lynch, former Head of the Public Service of Canada, has been clearthat in a global trade environment, a professional public service is an essential and competitive
asset. Support for innovation, negotiating multilateral trade agreements, border security,
taxation systems, financial regulation, intellectual property protection, and fostering acreative economy relies on government. With demand for services and the expansion of
government roles increasing at a time of financial constraint, productivity is fundamental
to modern governments. And this depends on transforming bureaucracies into creative,
empowered, and knowledge-based workforces. It requires a shift in the information culture,taking a whole-of-government approach to information assets. This is gradually being
done and governments around the globe need to learn from each other.
This book, e-Government or Out of Government, is timely and practical. Information in all
its myriad formats, from records to data, is the very life-blood of government. Most haverecognized that all program managers are responsible for managing records as effectively
as they have traditionally managed their other assets: money, people, and facilities. However,technology has been evolving rapidly in recent years as the cost of electronic storage has
diminished and the power of semantic search becomes apparent. This book describes thecurrent state of this technology and looks into the future, as technology continues to enhance
program productivity. A wealth of practical examples drawn from various levels ofgovernment around the world vividly demonstrates how this technology is proving effective.
But this is not a manual for CIOs: it is a user-friendly guidebook to the new technologicalfrontier, meant to inspire all program managers to rethink and reinvigorate their approach.
Key objectives resonate through all government structures: to collaborate, innovate, andmove ahead with courage.

Ian E. Wilson
FO RM ER LI BR AR I AN AND A RC HIV IST OF C A NA DA

XIINTRODUCTION
Digital changes everything. If you are not an e-Government, you are out of Government.
In a digital, information-based economy, governments must modernize to survive. If they
don’t they face becoming irrelevant. In democratic societies, when a government becomes
irrelevant, it loses its effectiveness to govern.
The business advantages available through today’s digital technologies are as powerful as
they are plentiful. There is an abundance of evidence about the benefits of using technologies
to address challenges in the private sector—from increased efficiency to reduced costs
and a higher quality output of goods and services.
Similar benefits can be experienced in the public sector. Based on the application of Internet,
web, and emerging technologies to government processes, e-government is the new
digital imperative.
But are national, state, and local governments ready?

40 years ago

15

5Enterprise
Resource
Planning

Web 2.0

3 2 1 Now
SAAS/
Social
Media

Cloud

Client/Internet/
ServerWorld-wide
Technologies
Web

10

MobileMainframe
Computing

20

EIM

Information is Transforming Government

e-Government or Out of Government is a book about transformation.
Information drives business in the private sector. The public sector is no exception to this rule.
Like many businesses, governments maintain their information in different repositories.
Information that flows across departments, agencies, and contractors is disconnected andprocesses are fragmented. Many agencies do not have a consolidated view of their information, which means they do not have a consolidated view of their customers, resources,
or programs and services. Coordinating information and services across departments is
as challenging as navigating through the complex levels of government.
e-Government replaces the paper-based system of the past with a single source of thetruth. It digitizes and integrates information on a single platform with shared repositories
and secure access, information and records management, and process management tools.

XIIIn the public sector, the value of content is only just being realized as an asset that must be
managed. CIOs in both public and private sectors have been preoccupied with managing
technology systems; today their focus is shifting to the strategic value of content. Whenmanaged effectively, information improves performance, informs better decision-making,increases citizen satisfaction, and reduces risks of litigation and non-compliance.
e-Government or Out of Government is a book about creating an agenda to transform yourorganization. We’ve included many provocative case studies highlighting those organizations
that have begun their journey.
The public sector is a highly regulated industry in which privacy and transparency are
not mutually exclusive, but are two sides of the same coin. e-Government helps agencies
find the balance between open data initiatives and data security, between compliance tocountry-specific regulations like the Freedom of Information Act and the protection ofboth personal and business information in a cloud environment.
e-Government or Out of Government is a prescriptive book about best practices.
All around us there are examples of improved services through modernization and an
information-centric approach to governing.
In both public and private sectors, the nature of information is changing. Bureaucratic
boundaries are breaking down as information is shared in all formats across devices and in
the cloud. With sites like Facebook® and WikiLeaks, government agencies are seeking fulltechnology platforms that support everything from social media and multimedia to ad hocprocess automation and secure information management.
Early adopters in government are already implementing solutions based on these technologies.
This book contains over fifty examples of e-government applications from agencies aroundthe world. It describes strategies for digital transformation.
While innovators in the public sector are crowdsourcing apps with citizens and making
citizen services available on mobile devices, much of this is happening in isolation. A major
obstacle in the adoption of e-government is the ability to create an environment thatrewards innovation, allows risk, and tolerates failure as long as it is undertaken in the
public interest. A consolidated effort is required if the government is to change the way
it interacts with and provides services for its citizens.
e-Government is the platform for digital transformation. Read e-Government or Out of
Government to reconcile e-government business strategies with traditional bricks-andmortar approaches: to inspire employees and citizens to collaborate and co-create solutions,unlock the potential of your information to reveal insights and make better decisions,streamline and integrate processes, meet compliance and litigation requirements, reduce
expenses and improve performance of mission activities—all while staying under budget.

XIIIApplicable across administrative, political, educational, and health care systems, the bookincludes models of innovation and measurements of performance in a global, flat, crowded,
and digital economy.
Digital changes everything.

Mark J. Barrenechea

Tom Jenkins

P RESI DENT & C EO,O PENTEXT COR PORAT ION

CHAIRMAN,OP E N TE X T CO R P O R ATI O N

XIVC H A P T E R
THE BUSINESS NEED FOR E-GOVERNMENT

1CHAPTER 1

CH A PTER

1

The Business Needfor e-Government
Governments around the world are mandated to serve their citizens—protecting lives
and property, providing vital health and education services, stimulating economic growthand development and ensuring financial stability through regulatory reform and global
policy review.
Mission drives agencies across all levels of government. Having access to accurate andsecure information plays a critical role in mission activities—from giving employees accessto the data they need, to citizens making public information requests, and contractors
bidding on projects. In many aspects, the effective management of information is thecentral business of government.

FIGURE 1.1: Basic e-Government Framework

The world’s governments, regardless of location, politics, and constitution share one
common critical challenge: managing information overload in a highly regulated andcitizen-focused environment.
A combination of digital technologies, budget realities, and public expectations is changing
how information is being managed in the public sector. Many of these expectations arefocused on digital technologies and how information is accessed, exchanged, and consumed:
Which information is most important? What types of services do citizens expect? How andwhen do they want to exchange information? For governments to stay relevant they must
keep pace with their constituents, otherwise they lose their effectiveness to govern.
But how can governments modernize their services with limited budgets? What are thekey enablers? e-Government or Out of Government examines the critical need for electronic
government, or e-government, in the public sector. This chapter traces the evolution of
e-government, from outdated, analog practices to the digitization of services according tomission. It sets the stage for a later exploration of ways in which governments can deliver
more satisfying digital experiences to all stakeholders.

2THE BUSINESS NEED FOR E-GOVERNMENT

Driving Mission at Every Level

FIGURE 1.2: Government Misson

Government agencies have requirements to deliver on their mission to:Serve by giving citizens the access they need to government programs, services,

and information

Engage by empowering citizens to participate in government services and policy

development to impact decision making
Regulate by providing information, processes, and programs to help businesses
streamline regulatory processes and deliver safe products and services;by establishing and implementing laws that dictate how we live together
as a society
Protect by ensuring security, privacy, and the protection of every citizen

To balance accountability and transparency with the protection and security of information,
governments must modernize their services. This necessitates re-engineering their enterprisearchitecture to engage citizens and democratize access to public information. Behind thescenes, an e-government infrastructure provides both online administrative services and acomprehensive database of corporate information. It informs and connects workers acrossmulti-jurisdictional programs to improve productivity and services, while demonstrating
the effective use of public funds.

The Call to Modernize Services“A digital population cannot be well served by an analog government.”1
Technology is transforming how we work and how we play. Advances in technologies likethe cloud and mobile devices have given citizens greater access to online informationand services. There are currently as many mobile subscriptions as there are people in theworld, making expectations around accessing and sharing information immediate.2 Citizens
anticipate the same levels of responsiveness from their governments that they experience inthe private sector.

1

P aul Tellier and David Emerson, “Seventh Report of the Prime Minister's Advisory Committee on the Public Service,” Clerk of
the Privy Council, March, 2013: http://www.clerk.gc.ca/eng/feature.asp?pageId=314 (accessed December 2013).

2

ITU, “The World in 2013: ICT Facts and Figures” International Telecommunication Union,
http://www.itu.int/en/ITU-D/Statistics/Pages/facts/default.aspx (accessed December 2013).

E-GOVERNMENT OR OUT OF GOVERNMENT

3CHAPTER 1

Continuous High Growth of Mobile Broadband
Americas

EuropeCIS

460 MILLION SUBSCRIPTIONS

422 MILLION SUBSCRIPTIONS

129 MILLION SUBSCRIPTIONS

48% PENETRATION

68% PENETRATION

46% PENETRATION

28% CAGR* (2010-2013)

33% CAGR (2010-2013)

27% CAGR (2010-2013)

Arab States
71 MILLION SUBSCRIPTIONS
19% PENETRATION
55% CAGR (2010-2013)

Africa93 MILLION SUBSCRIPTIONS
11% PENETRATION
82% CAGR (2010-2013)

Asia-Pacific895 MILLION SUBSCRIPTIONS
22% PENETRATION*Compound Annual Growth Rate

45% CAGR (2010-2013)

FIGURE 1.3: Almost as Many Mobile Subscriptions as People in the World 3

Factors like globalization, economic recession, and increasing regulation are forcing many
governments to transform their programs and infrastructure. Aging populations aroundthe world are placing additional strains on budgets, in terms of provisions for health care
and a retiring workforce. Impacted by all of these converging forces, governments are
faced with the challenge of transformation and the need to reinvent systems throughInformation and Communication Technologies (ICTs).

FIGURE 1.4: Converging Forces Impacting Government

e-Government refers to the use of ICTs, as well as Internet, web-based, or mobile technologies,
to improve operational performance, engage with citizens, and deliver government services.
It encompasses technologies for e-services, e-health, e-procurement, e-voting, e-management,
e-democracy, and more.
3

4

Ibid.

THE BUSINESS NEED FOR E-GOVERNMENT

In scope, e-government moves beyond providing services online to encompass a holistic
vision of electronic government that consolidates processes, resources, and information
across agencies. It reaches beyond the firewall to incorporate external stakeholders andcitizens for optimized efficiency, quality of service, and cost effectiveness.
Effective e-government requires coordination and collaboration across departments,
sectors, jurisdictions, and policy domains; a host of changing relations and communication
patterns; and a shift to citizen-centric service delivery. The desired outcome is a seamlessgovernment experience, supported by a technical infrastructure and connected users andcitizens—as illustrated below in the Government of Aragón’s effective implementationof e-government.

Modernizing the Mission: To Servee-Government helps agencies more effectively serve all stakeholders—from citizens tobusinesses and public servants. The U.S. Postal Service (USPS) is an example of an antiquatedgovernment service that is failing to transform itself to remain relevant to its consumers.

FIGURE 1.5: Early USPS Postman

The U.S. Postal Service
The USPS epitomizes a century-old, tried-and-true government service. “Neither snow
nor rain nor heat nor gloom of night stays these couriers from the swift completion of their
appointed rounds” reflects the USPS mission. Delivering a service that has endured for
238 years, the USPS has played a crucial role in uniting a nation and promoting commerce.
Today, it has fallen behind in evolving to meet changing consumer needs.
E-GOVERNMENT OR OUT OF GOVERNMENT

5I N N O VAT O R S T O RY

Government of Aragón
The portal embodies thevalues of e-government—
offering improved
transparency and service
delivery that is available
across every device.

FIGURE 1.6: Government of Aragón Portal

Aragón is an autonomous community in Spain that is made up of three provinces: Huesca,
Zaragoza, and Teruel, and 33 comarcas or counties. Aragón is located in the northeast of Spainand has a rich history, including Roman and Arabic heritage, which constituted a large empire
in the middle ages that ruled the Mediterranean Sea. Nowadays Aragón has a strong economy
based on industry, services, and tourism. The Government of Aragón, through its IT agency
Aragonesa de Servicios Telemáticos (AST), has modernized its citizen portal in a significant step
toward implementing comprehensive e-government.
The portal provides a hub for the Government of Aragón and its citizens, partners, andbusinesses with a focus on creating a more fulfilling end-user experience. Access to informationand services is more efficient, convenient, and contemporary. A new information architecture
has simplified navigation, transforming the site into a portal that delivers a targeted experience
for all visitors. Content is organized by topics of interest, such as jobs, taxes, health, justice,industry, culture, housing, and more—not according to government function. To migrate to thenew platform, the Government’s current content had to be classified and its processes modified.
The platform gives the Government a flexible collaboration component that enables the agency
to engage internally as well as externally with citizens and various service providers.
The Government is using the solution to manage its web content and has incorporated Web
2.0 tools, resulting in improved accessibility and usability. After launching, the portal
received 350,000 visits in its first month, with three and a half million pages viewed. The portal
embodies the values of e-government—offering improved transparency and service delivery
that is available across every device. It is also one hundred percent accessible, meeting stringent
UNE 139803:2004 and Accessibility Guidelines 1.0 Web Content defined by the W3C Web
Accessibility Initiative (WAI).
6

www.opentext.com/e-Government/GovernmentofAragon

THE BUSINESS NEED FOR E-GOVERNMENT

According to sources, USPS mail volume has declined due to email and the Internet. Lower
volumes mean lower revenue. In 2012, mail volume was at three-quarters of what it wasin 2006. At the time of this study, the USPS was losing $25 million every single day.4
220,000
210,000
200,000

190,000
180,000
170,000

160,000

Total Mail Volume150,000
2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Source: USPS, BTIG LLC estimates

FIGURE 1.7: A Drop in U.S. Mail Volume

As we move toward becoming a paperless culture, the USPS in its current incarnation could
become obsolete. Hand-written letters are a thing of the past. People are increasingly
exchanging emails and texting one another instead of mailing letters. The publishing industry
has had to shift drastically to accommodate a public that reads their newspapers, magazines,
and books online.
As we have seen with the publishing (and other) industries, the digitization of information
is a great leap forward (and often a first step) in adopting web-based models of service
delivery. Digitization gives access to information in integrated and accessible ways to bothsupport current use and encourage future use. e-Government facilitates the digitization of
information in any format, so that it can be more readily accessed, managed, and stored.
To remain relevant, the USPS could capitalize on e-government technologies to pursue
additional lines of business, as demonstrated in its recent partnership with Amazon.com
to deliver online orders. Many postal services are leveraging technology to better meet
consumer needs. In the following feature, the International Post Corporation (IPC) is using a
combination of RFID tags and a global file transfer network to monitor and track the progressof mail to identify gaps in performance.

“U.S. Postal Service in trouble, losing $25 million daily” CNN, Dec 10, 2012, http://outfront.blogs.cnn.com/2012/12/10/
u-s-postal-service-in-trouble-losing-25-million-daily/ (accessed Jan 2014).
4

E-GOVERNMENT OR OUT OF GOVERNMENT

7I N N O VAT O R S T O RY

International Post Corporation
The proportion ofinternational lettersdelivered within threedays rose from anaverage of 69%
to as high as 95%.

FIGURE 1.8: IPC Website

International Post Corporation (IPC) is a cooperative association of 24 postal organizations
in Europe, North America, and Asia-Pacific, whose members handle 80 percent of the world's
mail—some 330 billion letters each year. The organization is charged with improving theperformance of mail and parcel delivery worldwide.
IPC employs Radio-frequency identification (RFID) technology to determine the amountof time it takes postal operators to deliver the international mail arriving in their territory.
This measure is a key component of the formula used to calculate "terminal dues" (the fees
postal operators pay to each other for the delivery of cross-border mail). Under agreements
reached between international postal operators, the fees are tied to stringent quality-ofservice standards. As a result, millions of dollars in fees are decided by the results of the
RFID monitoring.
IPC deployed an RFID Network Manager Service on a global file transfer network that connects
postal operators throughout the world and its centralized IT center. The network carries
around 40,000 messages a day for IPC, peaking at 80,000 messages a day over the holiday
season. Since IPC started tracking test letters, it has seen significant improvements in performance across Europe. The proportion of international letters delivered within three days rosefrom an average of 69 percent to as high as 95 percent. Using performance-related payments
based on the RFID tracking data sent over the network has been a key factor in improving
overall performance and helping the IPC improve service delivery.

8

www.opentext.com/e-Government/IPC

THE BUSINESS NEED FOR E-GOVERNMENT

Modernizing Mission: To Engage
Connecting State and Citizen
The mission to engage has been the key focus of governments throughout the centuries.
Some of the earliest forms of engagement between the state and citizen were in the form of
town criers, who would proclaim bylaws, market days, tax increases, and news to a largely
illiterate citizenry.
In the Peasant’s Revolt in medieval England, a group of villagers travelled to London topetition King Richard II about abolishing the poll tax. A similar practice of engagement
is described in the poem, “The Tale of the Eloquent Peasant” written in Egypt in 2160-2025
BC. A feudal lord confiscates a traveling peasant’s goods. The peasant objects in an
example of ancient civic engagement, making a series nine eloquent petitions to the king.
Citizens today play an active role in the collection and dissemination of state news andinformation. Civic engagement is evolving as conventional communications between stateand citizen are being supplemented by e-government technologies.

FIGURE 1.9: Excerpt of the Tale of the Eloquent Peasant 5

The Shift to Citizen-Centric Engagement
The ability to connect citizens to the state has generated new programs that are transforming
the public sector. Through its use of the Internet and mobile technologies, e-government
can enhance democracy, revitalize civic engagement, and increase legitimacy. To achievethis, governments are using web portals to give citizens a single point of access to integrated
government programs and services.

Anonymous, “Tale of the Eloquent Peasant”, The British Museum, Egypt, 1800: https://www.britishmuseum.org/explore/
highlights/highlight_objects/aes/p/papyrus_with_part_of_the_tale.aspx (accessed January 2014).
5

E-GOVERNMENT OR OUT OF GOVERNMENT

9CHAPTER 1

Delivering secure, improved, and online accessaddresses freedom of information requirements, bringing government agencies one
step closer to developing renewable programs
and practices. Citizens are empowered tocomment on proposed regulations and participate in policy development. Surveys areavailable on government websites, allowing
users to rate ease of use and services available. On some sites, mobile apps can be downloaded for direct mobile access to relevant
information and services.

FIGURE 1.10:
Apps for
Deutschland
on iTunes

The capacity of digital technology to expedite
communication has already influenced theways that people interact with their government. Participatory government ignites reform at the grassroots level to impact all levelsof society. Social technologies organize human activity and promote the exchange of ideas.
There are many examples of social media impacting social change, including both the Tunisianand Egyptian revolutions. The unstructured conversations that took place on social media
platforms like Twitter,® YouTube® and Facebook® have had a direct impact on the action thattook place on the ground. The opinions and voices expressed were amplified in a way that has
never before been possible. This power can be channeled to advocate or improve products,
services, and events. e-Government’s potential extends beyond improving performance atlower costs to becoming a vehicle of transformation and change.

INNOVATIONCITIZENSERVICESEFFICIENCYLIBERT Y
TRANSPARENCYPARTICIPATIONNATIONAL
SECURIT Y
L AW

Government
Websites& AppsFIGURE 1.11: Government Websites and Apps Drive Citizen-Centric Ser vices

10THE BUSINESS NEED FOR E-GOVERNMENT

Modernizing Mission: To Regulate
Regulations protect the health and safety of all citizens. They support the efficient operationof businesses in a competitive marketplace and help to preserve the environment. Regulations
protect rights to ownership, enforce contractual agreements, and ensure that the fiscal system
is functioning properly. Other common examples of regulation include labor standards,
professional qualifications, transportation standards, health care regulations, and standards ofproduction for certain goods.
With legislation like the Freedom of Information Act (FOIA) in the United States and its
equivalent in Europe, the Data Protection Act, governments face external pressures to comply
with regulations from regional, national, as well as international bodies like the International
Organization for Standardization (ISO), World Trade Organization (WTO), international tradetribunals, and cross-jurisdictional courts. This legislation is critical to an informed electorate
for keeping governmental activities transparent and accountable. Complying with regulations
compels governments to adopt good recordkeeping practices, with the knowledge that
information can be requested and by law must be produced.

More than 100,000 rules and regulations worldwide and growing

SEC17a-4

Corruption of
Foreign Public
Canadian Officials Act
BASEL III
Electronic(w BASEL II)
Electronic Ledger
PIPEDA Capital Accord
Evidence Act
Storage Law
PCI

11 MEDIS-DC

HIPAA
FCPA

AIPA

DoddFrank

FISMA

GDPdU &GoBS &
DOMEA

Moreq
2010

ISO/PRFTR15081
FDA 21 CRF Part 11

DoD
50152

SarbanesOxley Act

NF Z 42-013

Federal Rules ofCivil Procedure

VERS
Financial
Services
Authority

BSI PD5000
UK Bribery
Act

FIGURE 1.12: Global Regulator y Pressures

E-GOVERNMENT OR OUT OF GOVERNMENT

11CHAPTER 1

The Integrity of the Record
Early records of rights to ownership existed in a variety formats: a lease, will, agreement, writ,
or grant of land. These records were typically preserved in a variety of contexts and housedin churches or cathedrals. One of the most complete and well-known examples of recordkeeping is “The Domesday Book”. It is England's very first public record, amassed in 1085 forWilliam the Conqueror to identify who was responsible for land taxes.

FIGURE 1.13: An Excerpt from the Domesday Book 6

The Domesday Book embodies a facet of democratic government that holds true today: that
accurate record of land ownership and citizenship are the fundamental basis for the rule oflaw. Without these, all is chaos. Preserving these records is critical to “keeping the peace.” But
we will never know how accurate the Domesday Book is as a record. In its entirety, it contains
numerous obvious omissions and ambiguities. Certain areas of England were omitted from thesurvey as they were not yet conquered. Both the surveys and the book itself were compiled bypeople and were subject to human error. And finally, housing records in physical locations inpaper format subjects them to the risk of being misplaced, destroyed, or even forgotten.

“The Domesday Book”, National Archives, http://www.nationalarchives.gov.uk/education/focuson/domesday/take-a-closer-look/(accessed January 2014).
6

12

THE BUSINESS NEED FOR E-GOVERNMENT

In spite of the risk of inaccuracy, our notion of history is based on the ability to access evidence
from the past. Any overlooked or forgotten artifact alters a historical record forever. Consider
how many records have been physically lost through the ages due to natural disasters, fires,wars, and so on. In government organizations across the globe records are being formally reconceptualized as vital assets. With this recognition comes the realization that records need
to be managed as rigorously as budgets, resources, and facilities. Public sector organizations
are being held accountable and their ability to perform rests upon the integrity of the record.
In the digital age, accountability has taken on new force and meaning, reconfirming thenecessity of effective recordkeeping. In litigious societies, responding to legal discovery
requirements with proper records is as onerous as it is vital. Laws, such as the Patriot Act
in the U.S., put additional strains on organizations to meet disclosure requirements. These
requirements are driving the investments needed to develop records management solutions.
This approach is rooted in the rapidly evolving international standards for maintaining
authentic digital records and managing records in a modern administrative environment.
As both hardware and software change rapidly, preserving email and complex documents
requires both foresight and planning. There are no attics and basements, the refuge of many
paper files, in e-government.
The security and protection of sensitive records is a mandatory requirement of governmentsthat provide services to citizens. U.S. Federal agencies manage, on average, 209 million
records—or 8.4 billion government-wide.7 All around the world, governments are mandating
the transition of permanent records to electronic recordkeeping in their agencies. President
Obama’s Managing Government Records Directive calls for all permanent records in Federal
agencies in the U.S. to be managed electronically by 2019.
Public sector organizations face unique challenges in digitizing records and ensuring the
fidelity of archived content. Data must be reliable, accurate, timely, and secure. e-Government
helps agencies move from paper to electronic files, providing access to authorized users andensuring the accuracy of content according to policy and regulation. Derby City Council,
in the feature below, is using an e-government platform to run their digital mailroom andtransform their services.

MeriTalk,“Federal Records Management: Navigating the Storm”, MeriTalk Press Release, March, 2013,
http://www.meritalk.com/pdfs/navigating-the-storm/MeriTalk_Navigating_the_Storm_Release.pdf (accessed January, 2014).
7

E-GOVERNMENT OR OUT OF GOVERNMENT

13

I N N O VAT O R S T O RY

Derby City Council
The new, state-ofthe-art mailroom has
capacity to handle 8,000
items a day, converts
over one million existing
documents to digitalformat, and captures
90,000 to 100,000
pages per month.

FIGURE 1.14: Derby City Council Website

Derby City Council is a city and unitary local authority in Derby, in the East Midlands regionof England. The Council has around 8,000 employees, with around 2,000 working from their
headquarters in Derby City to serve the local population of 250,000 residents.
In 2011, Derby looked to an e-government solution to reduce the amount of paper generated
and stored and to facilitate their “One Derby One Council” strategic approach to the transformation of council services. Derby City Council selected an e-government platform forcore document and records management functionality and a related solution to run their digital
mailroom.
All inbound mail is now scanned and delivered electronically, reducing the reliance on email
and expensive first-tier storage. The new, state-of-the-art mailroom has capacity to handle
8,000 items a day, converts over one million existing documents to digital format, and captures
90,000 to 100,000 pages per month. The team handles more inbound mail than ever before
and even offers an outsource mail capture service to other organizations as an additional revenue
stream. Back-office savings through consolidation and other efficiencies have contributed tosavings of £20 million with no detrimental impact on front line services.
More than 2,000 in-house users are currently using the system, and this will extend to some
3,500 users. Digitized solutions are being applied in HR; to the Land Charges process; andto digitize recordkeeping for the Special Educational Needs (SEN) team, among others.
e-Government is providing the Council with a solution that is efficient, intuitive, and scalable,
helping them accomplish their core activities in a cost-effective, transparent, and timely manner.

14

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THE BUSINESS NEED FOR E-GOVERNMENT

Modernizing Mission: To Protect
To save lives, serve justice, and protect citizens, governments need effective tools toquickly pull together information and resources. Intelligence about suspected terrorists
and known criminals often resides in disparate systems and databases, throughout various
federal, state, and local government agencies. e-Government delivers full access to secure
information, combining analysis with communications and messaging systems, collaboration,and statistical reporting—empowering government agencies to pool and share intelligence toprotect citizens.
At the federal level, the military is tasked with delivering on their mission to protect. To
coordinate and mobilize a phenomenal arsenal of resources, timely access to informationand military logistics must be streamlined for effective execution. Speed and mobility areat the core of military and humanitarian operations. Even mere seconds could prove critical.
e-Government helps military organizations gather accurate intelligence and streamline
operational procedures for greater mission achievement. It provides the ability to synchronize
and analyze information gathered from diverse sources. Records and case management
create the foundation for ensuring fast access to time-sensitive information, providing
officers in the field with electronic access to arrest records, or geographical hotspots ofcrime and serial offending—information that helps detect, combat, and prevent crime.
We can see how fully integrated and effectively managed information helps to modernize on
the mission to protect when we consider the tedious task and outdated method of collecting
fingerprints. Using unique biological traits such as fingerprints, retina scans, and DNA to
identify individuals often took weeks and even months to process. As technology becomes
more portable, officers can use handheld scanners to identify individuals and compare thesewith records in databases to improve their effectiveness.
Timely access to critical information improves responsiveness and saves lives. Consolidating
information from diverse systems (including mobile devices and video surveillance technologies), streamlines emergency management services for more rapid response. Officers
and first responders can access, record, and disseminate important information no matter
where they are. Using GPS technology, police and emergency personnel are able to pinpoint
the exact location of a call and determine the fastest route to it, getting people the help theyneed quickly and efficiently.

E-GOVERNMENT OR OUT OF GOVERNMENT

15

CHAPTER 1

Mobile access to data improves situational awareness and helps identify potentially
dangerous situations. Public safety officials must focus on disaster mitigation, preparedness,
response and recovery, while working within tight budgets constraints. e-Government
technologies offer an improved level of access to information and disaster management
resources. Through seamless communications, mobile access to real-time information, andanalytics to provide insight into incidents, e-government is already being used on a global
scale to spot threats to human life, from bush fires in California to disease outbreaks in Africa
and even theft of nuclear material.
Technological advances will continue to transform mission activities to protect. Unmanned
drones on patrol can deliver real-time information to dispatchers, crime analysts, andofficers—alerting them to crimes as they happen. Social media is proving to be a usefulcrime-fighting tool in gathering intelligence. The applications are endless, and at this point
inconceivable, but they all rely on fast, easy access to secure, accurate, and integrated
information.

Embracing e-Government
Governments around the world are being impacted by a mix of disruptive technologies
that include cloud computing, mobile devices, tablets, social media, and more. These technologies, while they pose security and other risks, also present great opportunity. As wehave illustrated through examples of modernization, e-government gives agencies theopportunity to innovate more with fewer resources and better leverage data to improve
the quality of services for citizens and other users.
e-Government increases efficiency and quality of mission, while minimizing operating costs
and risks. But it can also do more. An integrated approach based on a strong information
management strategy is the foundation on which modernization is built. It provides aplatform to evolve citizen-engagement. It gives agency staff the tools they need to carryout their missions of engagement, service, regulation, and protection of all citizens. It
democratizes data, unlocking the potential of information and encouraging a participatory
government where citizens work with their governments to create a better place to live.

16

T R A N S F O R M AT I O N I N A C T I O N

A U.S.
Departmentof Defense
Organization
What follows is an excerpt from aninterview between the Information
Governance Lead for theOrganization’s CIO office and
Tom Jenkins, Executive Chairmanof OpenText. The interviewee
works in a research, development,
and acquisition Organization
within the U.S. Department of
Defense. Their workforce includes
government civilians, military
service members, and contractor
personnel in multiple locations
across the U.S. The Organization
develops, tests, and fields system
to protect deployed forces and allies.
TOM JENKINS: What prompted yourOrganization to search for an information
management solution?
IG LEAD: We required a DoD 5015.2 compliant

How did you succeed withuser adoption of your RMA system?

People are busy. We support people who
provide mission services and they’re always
exchanging information. We do a lot of workwith contractors, so information has to be
secure. The solution had to be invisible, working
behind the scenes, to auto-classify records.
What constitutes a record?

People have a tendency to want to keep data
forever, but we know that context will change.
The value of information created seven years
ago is completely out of place in today’s context.
That has been a challenge, defining how long tokeep information.
In the case of records management, our record
champions within each department work withsubject matter experts to develop a file plan—or
determine what constitutes a record. For example
let’s say there is an event that has an associatedworking document. A subject matter expert canmake the best decision on how important thisinformation is based on the outcome of the event.
How do you balance security
and the need for openness?

Each of the department heads helps us define
the security requirements for access to content.
Permissions are set differently depending on
the need to access information to get the job done.
With most modern records and content
management systems, people set permissions
on access. It’s not so much the technology
but the management approach and policies.

Records Management Application (RMA) system Yes. And today’s workforce is more mobile, morethat was cost effective, scalable, and could be open about communications, so they expect tointegrated with our collaboration environment. be able to access everything.
17

T R A N S F O R M AT I O N I N A C T I O N

How do you see that transition unfolding?
There is a huge generational shift going onin all industries.

It’s fascinating, exciting, and overwhelming at
the same time. As a citizen, transparency isimportant but there is also a need for privacy—
we have to find a balance.
And that is the challenge: that the digitalworld is simply a reflection of our analog
world, and we have to be careful to havea balance.

Governance is critical. Following our policies
is very important in reducing risk and keeping
storage costs low. But now we have new formats.
Along with emails, there are RSS feeds, tweets,
Facebook comments—and we have to determine
how to manage these as records and ensurethat they are secure. Several specific functions
within our Organization have leveraged thecontent management lifecycle capability (withthe 5015.2 securities) to build customized anddedicated libraries that could be restricted,
controlled, and expanded to include workflow
engines. While they have permitted secureaccess, these libraries have also saved theOrganization thousands of hours in laborpreviously invested in a manual process.

As a citizen, transparency isimportant but there is also a need for
privacy—we have to find a balance.

18

C H A P T E R
HOW GOVERNMENTS ARE ORGANIZED2

CHAPTER 2

CH A PTER

2

How Governments
Are Organized
Governments at every level—national, regional, local—are grappling with changes broughton by the external influences of globalization, a worldwide economical crisis, shifting
demographics, growing environmental concerns, and technological advances. Internally,
government organizations are focused on increasing productivity, improving services
that directly impact lives of citizens, and connecting information and services across thecomplex and overlapping levels of government that we have inherited.
Governments are adopting e-government solutions to promote teamwork and improve
productivity across geographical, hierarchical, and organizational boundaries. They arehaving difficulty, however, changing from cumbersome, rule-laden and accountabilitydriven bureaucratic organizations into nimble, high-performing organizations. Culture,
capacity, and authority are obstacles to transformation.

FIGURE 2.1: e-Government Framework—Mapping Mission to Organization:
A Complex Mix of Objectives, Capacity, and Limitations

At its core, e-government is about redefining government relationships with all stakeholders: externally with citizens, businesses and other levels of government, non-government
agencies, contractors and consultants; and internally with employees across departments
and agencies; and even multilaterally across nations.

20

HOW GOVERNMENTS ARE ORGANIZED

e-Government creates the space for new models of transparency, accountability, communication, and organization. Transformation occurs across many departments, with outcomes
being driven by the citizen rather than function or program. Partnerships, networks, ande-markets improve performance and efficiencies and offset shrinking budgets.
This chapter describes how governments are organized, how they work together despite
multiple, diverse, and parallel objectives, and how e-government has the potential totransform government organizations to facilitate efforts that cross borders, agencies, andeven nations.

Systems of Government
Even at a simplified level, the pattern of executive functions within a government system iscomplex. In the model for the Westminster Parliamentary Government, the sovereign
holds executive authority even though the Prime Minister and the Cabinet implement
executive powers. The U.S. Government is technically defined as a federal republic, meaningthat individual states have some power but central government has authority.
In most systems, executive authority is exercised by a Cabinet. In the U.S., the President
presides over the executive branch as both head of state and the head of government. The
executive branch includes the Vice President and the heads of 15 executive departments
who make up the President’s Cabinet, created to manage national and international affairs.
The U.S. executive branch, an organization that today consists of roughly five million civil
servants, is made up of myriad departments, including White House staff, the National
Security Council, the Office of the U.S. Trade
Representative, and more. Within the executive
COMMON LEVELS
branch, there are also independent agencies,
OF GOVERNMENT
such as the U.S. Postal Service, the National
In both the Westminster and U.S. Federal
Aeronautics and Space Administration (NASA),
systems, there are three major levels of
the Central Intelligence Agency (CIA), and thegovernment. These are local or municipal
Environmental Protection Agency. In addition,
governments (cities and counties), provincial
or state governments (regions), and theat this level there are government-owned corporfederal or national government. The local
ations such as the Federal Deposit Insurance
governments typically put into practiceCorporation.
policy directives that are specific to theircommunities. The provincial or state
governments facilitate local governments
and develop policies that involve morethan one locality or region. The national
government coordinates actions between
the states, and between its country andother nations.

E-GOVERNMENT OR OUT OF GOVERNMENT

21

CHAPTER 2

Federal Government
Enabling
FunctionsMonetary Policy& Regulation

Government &Social Services

Global & National
Relations

Asset
Management

Finance

Veteran’s
Affairs

Foreign
Affairs

National
DefenseResearch

NaturalResources

Audit &
Evaluation

Economics

Aboriginal
Affairs

Trade

PublicSecurity

Technology

Agriculture

Communications

Treasury

Family, Youth,Children &Equality

Citizenship &Immigration

Justice

Transport

Environment

Human
Resources

Industry

Education

Tourism

Infrastructure

Forestry

Labor

Heritage &CultureInformation
Management

HealthSafetyInnovation

NaturalInterests

Fisheries

FIGURE 2.2: Federal Government Organization

How Governments Work Together
Both the Westminster and the U.S. Federal systems of government divide legislative
powers between a central government and the governments of the provinces or states.
Typically, the provinces may only pass laws in areas designated by the constitution,such as education, municipal government, and charitable institutions. Affairs that are
not within the exclusive authority of the provincial legislatures fall under the federal
parliament's power.
In many instances, there is overlap at the federal and provincial levels. In the U.S.,
different states have very different policies about how power is distributed to smaller
jurisdictions. In some states, “Home Rule" delegates power to cities to regulate the laws
within their borders. This has resulted in substantial diversity among the states withregard to every aspect of how their governments are organized. In Canada, there issimilar overlap; both the federal and provincial parliaments can impose taxes, punish
crimes, and regulate agriculture.

22

HOW GOVERNMENTS ARE ORGANIZEDThe division of powers between the Canadian federal and provincial governments is as follows1:
EXCLUSIVE FEDERALJURISDICTIONJOINT FEDERAL AND
PROVINCIAL POWERS

EXCLUSIVE PROVINCIALJURISDICTION- Peace, order, & good government- Immigration- Any form of taxation- Agriculture- Anything local or private
in nature- International/interprovincial trade& commerce, communications& transportation- Pensions- Direct taxation- Criminal law & penitentiaries- Crown lands & natural resources- Taxation- Hospitals (health sector)- Banking & currency- Education- Foreign affairs (treaties)- Welfare- Militia & defense- Municipalities- Criminal law & penitentiaries- Local works- Naturalization- Intra-provincial transportation& business- Weights, measures,
copyrights, patents- Administration of justice- First Nations- Property & civil rights- Unemployment insurance& old age pensions- Cooperatives & savings banks

Most states or provinces have at least two tiers of local government: counties and municipalities.
The types and nature of municipalities vary from state to state. In addition to local governments,
there may be local or regional special-purpose local governments, based on school districts,
sewer service, public transportation, public libraries, and water resource management.

Provincial/State Government
SocialServices

NaturalInterests

JusticeFinance

Tourism &CultureInfrastructure

AboriginalRelations

Agriculture

Attorney
GeneralInternational
Trade &
Investment

International
Relations

Transport

Children, Youth,
Elderly & Family
Services

Food

Court
Services

Enterprise

Immigration

EnergyHousing

Environment

PublicSecurity

Revenue

Research

Municipal
Services

Wildlife

Solicitor
GeneralTreasuryInnovation

Education

Parks, Mines& Resources

Municipal
Services

Sustainable
Resource
Development

FIGURE 2.3: Provincial or State
Government Organization

Jay Makarenko, “Federal Government in Canada: Organization, Institutions & Issues”, March 4, 2009, Mapleleafweb,
http://mapleleafweb.com/features/federal-government-canada-organization-institutions-issues#federal (accessed Jan 2014).
1

E-GOVERNMENT OR OUT OF GOVERNMENT

23

CHAPTER 2

Local government refers to governmental jurisdictions below the level of the state.
This category includes governments designated as cities, boroughs, towns, and villages.
Municipalities range in size from the very small to the very large, and this is reflected in
the range of types of municipal governments that exist in different areas. In most states,
county and municipal governments exist as simultaneous entities. Municipal governments
are administratively divided into several departments, that typically include urban planningand zoning, public works, public libraries, school boards, parks and recreation, police,
emergency management, accounting/finance (tax collection and audits), administration,
housing, and municipal court. Derbyshire County Council, in the following feature, is an
example of a municipal government that has digitized its processes to better serve citizens.

Municipal Government
Finance

Human
Resources

Legal
Services

Community &Social Services

Municipal
Services

Business
Planning

Health Services& Public Safety

Revenue
Services

Employment

Municipal
LicensingChildren &Family Services

InfrastructureIT

PublicHealthCorporate
FinanceLabourBylaws

Housing

Environment

Technical
Services

Long-Term
Care

Economic
Development

Administrative
Services

Collections

Culture &TourismTransport

Strategic
Communications

PolicePlanning

Employment
EquityTaxation

Shelter
Support

Water

OfficePartnership

Fire

Assessment

Waste

Court
Services

Hydro

City Clerk

City Planning

FIGURE 2.4: Municipal Government Organization

24

Emergency
ServicesI N N O VAT O R S T O RY

Derbyshire County Council
Digitization has helped
reduce physical paper
storage, eliminatedduplication of effort,
improved management
reporting, and streamlined
end-to-end “invoice-tosettle” process times.

FIGURE 2.5: Derbyshire County Council Website

Derbyshire County Council serves a population of 750,000 and employs around 37,000 staff.
The Council is responsible for providing many services, including education, roads, and social
care services. Some of the day-to-day finance activities of the Council produce a staggering
volume of information with some 30,000 vendors, resulting in 250,000 invoices per year being
handled by the Accounts Payable (AP) team.
Derbyshire made the decision to go digital and modernize their culture with an automated Invoice
Management solution. Previous systems were manually based, causing a drain on internal
resources. Manual keying of invoice data and resolution efforts involved time-consuming research,requests for additional information from multiple parties, manual routing, and the laborintensive process of monitoring and providing update reports on the status of unpaid invoices.
The digital invoice management system optimizes the process of creating, managing, monitoring,and routing purchase orders and invoices for both accounts payable personnel and vendors.
With the new solution, Derbyshire County Council manages invoices through a secure,browser-based interface where AP personnel and vendors can collaborate to resolve problems,
obtain invoice status, check purchase order numbers, and submit invoices. As a result, invoices
are processed more quickly and can be efficiently routed for problem resolution, approval,
and payment. The system also provides more flexible, detailed reporting and analysis, which
was previously hampered by the length of time report preparation took. Finally, full audit trail,
retention, and disposition scheduling helps the council to ensure governance and regulatorycompliance. Digitization has helped reduce physical paper storage, eliminated duplication ofeffort, improved management reporting, and streamlined end-to-end “invoice-to-settle”
process times.
www.opentext.com/e-Government/DerbyshireCountyCouncil

25

CHAPTER 2

How Government Levels Relate to Each Other
Based on the governments systems explored earlier in this chapter, we can see thatgovernments are structured into multiple levels, portfolio responsibilities, and jurisdictions—making any government a mix of goals, structures, and functions. Because
government institutions are heavily structured, bounded by geographic districts, anddependent on thousands of representative institutions, their capacity to respond withagility to changing conditions is limited.

Many Value Propositions

Standardization
Compliance
Performance
AgendaOperational
Excellence

New
ChannelsMore
Insight

ReduceRisk

Earnings

Service
AgendaReduceCost

Service
Agility

Customer
Satisfaction
Service
Quality

Asset
Efficiency

e-Government
FIGURE 2.6: Diverse Agendas in e-Government

To be effective, especially in times of crisis, it is crucial that different levels of government
work together. More often than not, relationships in government are mutually dependentand it is often not possible to separate responsibilities from outcomes between multiple
levels. Government relationships are complicated by their inherent structure and diverse
agendas—simultaneously vertical across different levels and horizontal at the same levelof government, all connected through various networks.
As illustrated in the following table, collaboration must occur for policies to be successfully
developed, supported, and implemented. Effective outcomes necessitate that the commitments assumed by central government are properly implemented at the local level. A lack of
coordination results in policy gaps. Often, for example, provincial or state governments
do not have the means (be it budget or capacity) to allocate resources to deliver public
services. Other times, efforts can be duplicated with overlapping responsibilities, resulting
in tremendous waste of effort, resources, and time.
Within governments across the globe, there is a constant struggle to integrate informationand processes across jurisdictions (vertically), as well as across service lines-of-business(horizontally). Large populations need to be able to access government contacts as well as
public information. Governments must regulate banks, government-owned businesses,
private businesses, and their own internal policies and services. Managing relations and interdependencies between different levels of government is a requirement for successful outcomes.

26

HOW GOVERNMENTS ARE ORGANIZEDLEVELRESOURCE MANAGEMENTHEALTH CARE

International

Greenhouse gas emissions are
discussed and international accords arenegotiated and agreed upon (e.g., Kyoto,
United Nations Environment Programme).

WHO and others monitor healthoutbreaks; national governments
agree to global health development
goals, etc.

National

National level government compiles input fromall levels of government in their own country
and represent internationally. Also responsible
for managing certain aspects of resources suchas international disputes, ocean resources, etc.

National governments set national
health care policy, represent thecountry internationally, etc.

Regional

Responsible for managing natural resources
and contributing to national and international
plans and agreements. Directly manages natural
resources such as oil-gas, forests, etc.

Delivery of health care against
national and international
policies and standards.

LocalManages local waste and energy production
according to provincial and national regulations
and policies.

Local level health care delivery.

FIGURE 2.7: Collaboration Across Vertical and Horizontal Government Offices

e-Government supports opportunities to build collaboration and improve communications.
Its technologies reinforce less centralized patterns of accountability, communication,
decision-making, and social organization. New technologies like social networks, forexample, have the potential to transform traditional public sector communications andorganizational roles.
Policies, programs, and services can be more effectively implemented when resources areaccessible, combined, and shared. Alignment between municipalities, provinces, and othersub-national organizations allows for greater coordination. Improving relations among verticallevels of government requires collaboration between ministries in charge of policies that
impact at the sub-national or provincial levels. Horizontal cooperation at the local level canhave a positive impact when governments share tools developed by other local authorities
and join forces to improve economies of scale. Promoting collaboration among levels ofgovernment is critical for building capacity and sharing best practices.
e-Government helps public sector organizations find the balance between diverse agendas
and shared processes to overcome fragmentation and duplication of effort. It provides abasis for dialogue, discussion, knowledge exchange, and learning that can help government
levels identify common reference points to improve multi-level policy making and reduce
disparities between departments. e-Government overcomes organizational silos to provide
greater access to information, increase efficiencies and improve service delivery in a timeof shrinking budgets and growing deficits.
The following feature on the Region of York in Canada illustrates how e-government supports
a blended approach to business processes and department divisions to help overcome
operational challenges and meet regulatory requirements.
E-GOVERNMENT OR OUT OF GOVERNMENT

27

I N N O VAT O R S T O RY

Regional Municipality of York“As our implementation
experience continued tomature, it became apparent
that a blended approachof both business process
and department/division
strategy is required
to be successful.”
CORPORATE EDMSPROJECT MANAGER,YORK REGION

FIGURE 2.8: Regional Municipality of YorkThe Regional Municipality of York is located just north of the City of Toronto, Canada. Comprisedof nine municipalities, it has a population of approximately one million with 25,000 businesses
located within its borders. The Region has an annual budget of $1.7 billion and employs 2,600
full-time staff.
York Region wanted an e-government solution that would help it improve business processes
and address several operational challenges, as well as meet its obligations under new regulations
established by the Municipal Freedom of Information and Protection of Privacy Act. Firstly, theRegion wanted to bridge the information silos across regional departments and locations.
Secondly, the Region recognized that a substantial shift from paper to electronic records wastaking place. They needed a solution that could manage the wide range of document types being
created. Fast searches were another consideration. And finally, the solution had to be costcompetitive.
The Region’s initial implementation strategy was based on identifying business processes thatmoved across the respective information silos within the organization, including the budgetaryprocess, project management, reviews of legal agreements, construction projects, land use
approvals, meeting agendas and notices, facility management, research and precedents, andeven performance reviews. At last count, the system had 970 users. Over 500,000 electronic
documents are managed in the system with some 300 added daily. There are close to 90,000
individual activities per month on the system. The total number of documents includes all
Council and Committee records going back to 1971 when York Region was first established.
28

www.opentext.com/e-Government/YorkRegion

HOW GOVERNMENTS ARE ORGANIZEDModels of Government Relationships
Transforming relationships is a fundamental part of e-government. According to the World
Bank, e-government refers to “the use by government agencies of information technologies
that have the ability to transform relations with citizens, businesses, and other arms ofgovernment. These technologies can serve a variety of different ends: better delivery of
government services to citizens, improved interactions with business and industry, citizen
empowerment through access to information, or more efficient government management.”2
Broadly defined by the Gartner Group, e-government is “the continuous optimization ofservice delivery, constituency participation and governance by transforming internal andexternal relationships through technology, the Internet, and new media.” 3 As an approach,e-government describes how technology facilitates deeper engagement between and among
different levels of government, including Government-to-Citizen (G2C), Government-toEmployee (G2E), Government-to-Government (G2G), and Government-to- Business (G2B).
Since these bi-directional relationships are inherent to the very definition of e-government, it
is helpful to break them down into four primary models of engagement:

1. Government-to-Citizen (G2C)This describes the interactions and transactions that take place between a citizen and theirgovernment, including the use of public services for individual or family use, such as thepayment of taxes; payments of fines to local or state governments; personal records suchas a passport, a new driver’s license or a change of address; social security; public libraries;
student loans; benefits; and any health-related services. Interactions are based on public
information requests and administrative processes. G2C can take place at the federal,state, and local levels. Service delivery is either in person or online via a citizen-centric
portal. Applications may include case management, correspondence management, process
automation, secure information exchange, customer relationship management, customer
experience management, portals, web content management, records management, social
collaboration, and media management.

2. Government-to-Employee (G2E)
This model defines the relationships between governments, employees, and contractors.
It describes the exchange of information at an interagency level between departments,
management, and personnel regarding administrative tasks, performance, and mission
activities. Applications include human capital management, performance management,
program management, process and workflow management, information exchange, document and records management, collaboration, and knowledge management.
Bruno Lanvin and Anat Lewin, “The Next Frontier of E-Government: Local Governments May Hold the Keys to Global Competition”,
The World Bank, Oct, 2013. http://siteresources.worldbank.org/EXTINFORMATIONANDCOMMUNICATIONANDTECHNOLOGIES/
Resources/NextFrontierE_Government.pdf (accessed February, 2014).
2

Zhiyuan Fang, “E-Government in Digital Era: Concept, Practice, and Development”, International Journal of the Computer, theInternet and Management, August, 2002, Vol.10, Number 2.
3

E-GOVERNMENT OR OUT OF GOVERNMENT

29

CHAPTER 2

3. Government-to-Government (G2G)This model of engagement involves the exchange of information between government
authorities regarding administration, laws, policy development, programs, and projects.
G2G describes cross-agency interactions between government bodies; for example themunicipal and the regional governments or the provincial government and First Nations
in Canada as they collaborate to share information and services with a focus on more
efficient service delivery, transparency, and performance. Applications include records
management, workflow, process automation, secure information exchange, collaboration,and knowledge management.

4. Government-to-Business (G2B)
This relationship describes information and services that are used by entrepreneurs,
businesses, and corporations for commercial use, including filing statements of incorporation,
obtaining business licenses, customs declarations, business laws and regulations, wage
reporting, patents and trademark filing, business or incentive programs, business policy,
and workforce information. This relationship consists of commercial interactions between
government and the private sector. Transactions range from acquiring and providing
products and services, to placing and receiving orders, providing and obtaining information,and completing financial transactions. Applications include case management, invoice
management (e-invoicing), e-procurement, information exchange, knowledge management,
and records management.

e-Invoicing: Complying with Latin American Rules
Nearly every country in the world has legislation to regulate electronic invoicing or e-invoicing.
The Brazilian and Mexican governments, for example, have very explicit rules on invoicing
and mandate the use of government-sponsored systems to control the issue and receipt
of e-invoices.
Tax
Authority

Register
Canadian BusinessApprove
Invoice Creation
Invoice Validation
Digital Signatures
Electronic Archive

Brazilian Business

Canadian Law Compliance
Brazilian Law Compliance

FIGURE 2.9: A Streamlined, Compliant e-Invoicing System

30

HOW GOVERNMENTS ARE ORGANIZEDIn Brazil or Mexico, any company sending or receiving invoices domestically must be awareof their legal obligations to use these electronic systems. In both countries, companies must
integrate with government systems, use only approved certificate authorities (CA) for digital
signatures, and adhere to specified data standards.
For global companies, the challenges of electronic invoicing compound as they manage multiple
requirements for each value added tax (VAT) jurisdiction in which they do business. To issue
invoices in Brazil, for example, an organization must integrate their accounting solution with
the Brazilian Tax Authority (SEFAZ) electronic online system. Similarly, in Mexico, a company
must integrate their accounting solution with the Mexican Tax Administration Service (SAT)electronic online system. Invoices sent to this system must be registered and approved by SAT.
A compliant solution enables organizations to send e-invoices to customers and receive themfrom suppliers, while achieving compliance with country-specific regulations. Supporting services include digital signatures, invoice creation, integration with government systems, andelectronic archive. e-Government delivers a flexible, on-demand model for electronic invoicingthat integrates an organization’s accounts payable system with its suppliers to help meet compliance with e-invoicing regulations without investing in additional software and staffing resources.

Redefining Government Relations
Employee

Citizens &Communities

G2C

G2C
VotingIncome Tax
Social Security
Vehicle Licensing

Business& Industry

G2E
G2B
G2G

G2G

Government

Procurement
Crime Fighting
Information Sharing

G2E

G2B

Finance, Taxation
Human Capital Management
Planning
Performance Management
Import/Export
Secure Information Exchange R&D Investment

FIGURE 2.10: Digital Interactions in Government

The G2B model includes the relationship between government and not-for-profit organizations, which involves both inter- and intra-agency collaboration. It brings together countries,
states, non-governmental organizations (NGOs) and multinational corporations to develop
policies and solve multi-disciplinary issues such as globalization, ecological sustainability,
nuclear proliferation, sanctions and trade regulations, global finance, terrorism, organizedcrime, and human rights. The practice of communication and negotiation between representatives of states requires e-government technologies to facilitate greater collaboration, interaction, and dialogue with global levels of security. We examine NGOs in more detail in Chapter 6.
E-GOVERNMENT OR OUT OF GOVERNMENT

31CHAPTER 2

The business of government is based on multiple interactions; internally between administrations, civil service, parliament, and judiciary functions; externally between central government and provincial, state, or local governments; and those that take place between citizens
and their governments. e-Government supports new models of engagement at all levels ofgovernment. It streamlines the interactions and transactions between levels of government,
making them more convenient, cost-effective, and transparent. This innovative approach topartnering is described in the following feature, in which the Institute of Public Administrationof Canada introduces a new model of collaboration to raise the bar for policy development
at a global level.

Redefining Employee Relationships
e-Government helps government organizations work more effectively together. By enabling
new models of departmental interaction and multi-tiered collaboration, employees are
empowered to work across boundaries to solve common issues.
As illustrated in the models of government relationships above, information is the fundamental
commodity underlying effective e-government transformation. The exchange of information
or data is central to government-based transactions and interactions. In its many formats andapplications, however, information can hinder departmental collaboration in government
and lead to fragmented policies, programs and processes.

Our Shifting Digital Landscape
Today’s digital technologies offer us rich and immersive user experiences and opportunities
to connect with others to communicate, collaborate, and create and share content. These
digitally based relationships are changing how we interact—as friends, as colleagues, andas citizens. At the same time, our world is becoming smaller, more personalized, moreconnected, and accessible.
As technologies evolve and the ways that we communicate change, e-government presents aneffective way for governments to move forward and redefine their relationships with stakeholders. Through the use of innovative ICT technologies, governments can:Deliver higher-quality services to citizens
Improve collaboration with business, governments, and markets
Comply with regulations
Demonstrate accountability through transparencyEmpower citizens to participate in government
Increase efficiencies and performance
Do more with less32

I N N O VAT O R S T O RY

The Institute of Public
Administration of Canada“PSWB allows dialogue to happen
in a safe and secure environment,
encouraging the free flow of
information and ideas.
We’re finding that it is a support
mechanism for networking acrossborders that users have probably
never experienced before.”
FIGURE 2.11: Cloud-Based Collaboration to Improve
Program Excellence

CHIEF EXECUTIVE OFFICER,INSTITUTE OF PUBLIC ADMINISTRATIONOF CANADAThe Institute of Public Administration of Canada (IPAC) is dedicated to excellence in public
service through the creation of knowledge networks and research. As a membership-basedorganization, IPAC consists of 18 chapters across Canada, partnering with all orders ofgovernment, aboriginals, and academia, as well as similar associations from around the world.
As communication methods between members have evolved, IPAC wanted to meet the callfor more open government and greater transparency, while staying within the challenges ofbudgetary and security constraints. They were looking for a collaborative solution that wasboth secure and flexible enough to facilitate connectivity and interaction between individuals
with specific needs and areas of expertise. IPAC found a cloud-based collaboration solution with
PSWB.net, a social e-government platform. Public Service Without Borders (PSWB) provides
a central location for all public servants to share information and collaborate in real time toadvance the development of policies and citizen-centric services across the globe.
Within its first year, over 4,000 registered users engaged using PSWB in both public and private
communities that focus on health care, social sciences, policy creation, and many other areas.
Since its creation, 50 communities have been added. PSWB is accessible at anytime, anywherein the world on mobile devices with information that is protected centrally, not at the device
level. File sharing and synchronization are straightforward and permit access to critical content
on the go, delivering a convenience that breaks down borders and time horizons. IPAC isconfident that the cloud-based network will result in improved decision and policy making topromote open government.

www.opentext.com/e-Government/IPAC

33

CHAPTER 2

The implementation of e-government, illustrated in stages in the figure below, begins withestablishing an online presence that offers basic access to government-related information.
A simple or static online presence is enhanced by offering services as well. This second stage
evolves into giving citizens options to complete financial and non-financial transactions
online. The final stage is the provision of a fully integrated, streamlined, citizen-focusedexperience based on optimized efficiencies and service delivery.

Emerging
Presence

Enhanced
Presence

Offering basic
information online

Greater sourcesof information ande-tools and e-services

Transactional
Presence

Connected
Presence

The way government operates fundamentally
Two-way interactive
changes and there is better coherence,
applications provide citizens
with opportunities for online, integration and coordination of processes
and systems within and acrossfinancial and non-financial
government agencies.
transactions

FIGURE 2.12: The Stages of e-Government 4

In the final stage of e-government deployment, websites are categorized by function not
by internal organization or hierarchy or agency. Reflecting practices of the private sector,
the focus is on the user and providing a seamless experience; citizens no longer need toknow which agency or function of government is delivering a service. For this final stage tobe achieved, interoperable connections between agencies, levels, and major stakeholder
groups (G2C, G2B, G2E, and G2G) must be created.
This shift to a citizen-centric experience is impacting the nature of government administration and management. e-Government supports this shift by combining infrastructure
and applications and presenting them in a portal that integrates the front office (citizen
services) with the back office (employee collaboration, information, and processes). Many
governments have embraced digital technologies, putting materials from publications anddatabases to government services online for use.
e-Government incorporates a number of digital applications across a broad range ofgovernment functions. Given the scale, scope, and multi-portfolio nature of governments
and the transformational potential of e-government, the most effective approach is aholistic one. An e-government infrastructure combines: technologies for online service
delivery, transactions and e-procurement, e-marketplace exchange of goods and services, themanagement of human capital and internal communications, secure external informationexchange, records management and compliance, and a unified repository or repositories tosupport the paperless office. These are all examined in greater detail in the following chapter.
Tanya Gupta. “The UN E-Government Survey: Towards a More Citizen-Centric Approach”, The World Bank, December 27, 2011,
http://blogs.worldbank.org/publicsphere/un-e-government-survey-towards-more-citizen-centric-approach (accessed Jan 2014).
4

34

HOW GOVERNMENTS ARE ORGANIZEDGovernments are faced with the challenge of transformation and the need to reinvent theirsystems to deliver cost-effective services. The deployment of e-government solutions canonly be successful if governments re-evaluate their mission activities and match these withnew, automated, and streamlined processes, transactions, and interactions.
e-Government connects citizens and businesses with their governments. Throughe-government, organizations in the public sector have the opportunity to transform relationships based on new forms of collaborating that empower citizens and help governments totransparently improve efficiencies and gain citizen trust.

E-GOVERNMENT OR OUT OF GOVERNMENT

35

C H A P T E R
THE GOVERNMENT ICT LANDSCAPE

3

CHAPTER 3

CH A PTER

3

The Government
ICT Landscape
Governments rely on volumes of data to deliver programs and services. From crime
prevention to defense, health care, and social services, government organizations struggle
on a daily basis to manage growing amounts of information.

FIGURE 3.1: e-Government Framework

While the growth of information provides opportunities to improve efficiency andperformance, it also represents significant risk. Information that is not managed canbecome a threat to an agency, often at enormous cost. Cases of records gone missing,
failed audits, and lost information have resulted in recent scandals around data leaks or
the deletion of mass emails. Governments today are required to ensure that informationis secure and audited, intellectual property is not lost or compromised, processes are
defensible, and data is discoverable.
e-Government helps all levels of government balance the need for transparency andinnovation with requirements for privacy and information security. This chapter examines
how e-government minimizes threats and improves efficiency, mobility, security, andaccountability at all levels of government.

38

THE GOVERNMENT ICT LANDSCAPE

Information as a Commodity
Government agencies generate massive amounts of information. The average U.S. stateand local agency stores 499 terabytes of data. This data ranges in format from structured
to unstructured information contained in case-related documents, military and civilian
personnel records, emails, website content, surveillance videos, and much more. In areas likehealth care, where 95 percent of data generated is in video format, thousands of times
more bytes are generated than the text or numerical data generated in administration1.
In a recent study of U.S. state and local governments, CIOs and IT managers surveyed expect
their data to grow by more than 50 percent over the next two years.2 In the same study,
only 47 percent of agencies are making strategic decisions based on their information. As
the volume and complexity of this content increases, so does the need to understand,locate, and manage it. The potential for improvement is vast and required; the effective
exchange of information is important to the continuity of business at any level of government.

FIGURE 3.2: Integrating Information Across Silos Is a Common Challenge

The mismanagement of information hinders multi-level collaboration in government.
Integrating information and processes across silos is a common challenge and is dependent on
existing infrastructure and applications. An e-government solution centralizes informationfrom many applications on a secure and interoperable platform, enabling departments tocollaborate, make better decisions, manage correspondence, and streamline operations forhigher efficiency and improved public service. In the story below, the Pinellas County Clerkof the Circuit Court office relies on e-government to improve case management processes
and collaboration across different locations and stakeholders.
James Manyika and Michael Chui, et al, “Big data: The next frontier for innovation, competition, and productivity”, McKinsey &Company, June 2011.
1

MeriTalk, “State and Local Agencies Expect Data to Double in Next Four Years; Show Little Adoption of Big Data”, MertiTalk
Press Release, April 29, 2013, http://www.meritalk.com/pdfs/state-and-local-big-data/State_and_Local_Big_Data_Gap_Release.
pdf (accessed February 2014).
2

E-GOVERNMENT OR OUT OF GOVERNMENT

39

I N N O VAT O R S T O RY

Clerk of the Circuit Court,
Pinellas County"We've been more efficientbecause we're doing thesame amount of work, evena greater amount of workwith fewer people. And we're
effective because people
are getting their files quicker
and getting their orders in atimelier manner."
CLERK OF THE CIRCUIT COURTAND COMPTROLLER,PINELLAS COUNTY, FLORIDAFIGURE 3.3: Clerk of the Circuit Court, Pinellas County Website

The Pinellas County government is made up of a unique mix of 25 governmental bodies thatmanage the county’s 24 municipalities and unincorporated areas. The Pinellas County Clerkof the Circuit Court office is responsible for maintaining court records and pleadings, securing
court evidence, collecting and disbursing court fines, and a variety of other functions within theCounty’s judicial system. The Clerk’s office is instrumental in ensuring that the County courts
provide efficient services for citizens.
Like many counties experiencing rapid growth, Pinellas County experienced process inefficiencies that hampered its ability to achieve its “Excellence in Customer Satisfaction” mission.
As well as experiencing bottlenecks in the paper-based traffic citation entry and verification
processes, judges were still relying on manila folders with citation documentation to make theirrulings. The County needed an automated solution to replace paper-based processes andimprove efficiency in their traffic courtrooms.
A courtroom automation system based on a case management solution enables judges tomanage a growing number of cases efficiently by easily accessing the history of an individual
during court proceedings. The system provides judges with access to driving records, pastcitations, and Florida’s centralized traffic systems. Integration of the solution with Pinellas
County’s information repository and in-car traffic ticketing system has enabled County officials
to automate the entire information collecting process, saving hundreds of hours of data entry.
As a result, officials are able to reallocate resources to other divisions. With this new solution,
the County has been able to deliver on the State mandate for information sharing.
40

www.opentext.com/e-Government/PinellasCounty

THE GOVERNMENT ICT LANDSCAPE

The Foundation for Holistic Government
From case management to contract management, budget formulation and execution,acquisition and procurement, and HR processes, government agencies rely on Enterprise
Resource Planning (ERP) systems to provide support for day-to-day operations. These
processes depend on large volumes of data. The value of this data lies not only in theindividual transactions, but also in the supporting documentation that can reveal larger
patterns of activity to confirm performance levels or evaluate compliance.
The decisive strength of e-government is its ability to cross department, content, andapplication silos. An e-government solution delivers out-of-the-box integration with existing
ERP systems in an open landscape, uniting information across departments and making
transactional information available for daily use. It embeds information management
directly into processes like case management to give content a consistent context, andcombines structured data with unstructured data (emails, social media, videos, images,
and presentations) to align agency operations. As well as improving performance, aninteroperable system reduces total cost of ownership, the reliance on paper-based
processes, and the physical space required to store paper documents.
Deep Integration
with ERP

e-Government+

Content Enriched
Business Processes=
Workspaces natively extend
ERP processes with IM

Enterprise Asset Management

Deep connection with ERP
data, structures, roles
and permissions

Project Management

Seamless integration
with various ERP UIs

Case Management

Workflow
Archiving

ERP/IM always ‘in-sync’

And Many Others!

Document Management
Collaboration & Social Media
Records Management
Content Access
CaptureCustomer Relationship Mgmt
Quality Management
Procurement

FIGURE 3.4: An Integrated and Interoperable Solution

Both the Canadian and U.S. governments, with their respective “Whole of Government”
and “White House Digital Government Strategy” plans have emerged as leaders in theformal articulation of a holistic e-government approach—each recognizing that technology
investments must be aligned with anticipated outcomes to support agency mission.

E-GOVERNMENT OR OUT OF GOVERNMENT

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CHAPTER 3

Efficient e-Government
In today’s economic environment of uncertainty, citizens want a leaner, transparent, andmore efficient government for maximum returns on taxpayer dollars. Both citizens andlegislators are holding government leaders accountable for the results of public spending
and programs. Are government efforts enhancing citizen service, economic activity, andquality of life? Citizens want to know and are increasingly empowered to find out.
e-Government facilitates a government-wide, integrated approach to service delivery.
An e-government platform aggregates programs, processes, and information into a single
public interface, connecting personnel and information across departments and agencies
on the back end.

Empowerment Through a User-Centric Approach
Citizen services lie at the core of any government function. For citizens, e-government
technology provides unprecedented transparency into the status of programs and services.
An engaged government empowers citizens to access the services they need from any place,on any device, to create a seamless, self-service experience with every transaction.
Online citizen services, or e-services, deliver personalized views of individual or family services.
Citizens are able to track the progress of their requests, access support, search for informationand services, provide feedback, and receive automatic notification using an online portal.
For public servants, an integrated e-government solution links information sharing, processorchestration, and collaboration to improve administration and service delivery. Integrating
back-end information and processes gives government employees access to the tools theyneed to track service requests, engage with citizens and improve responsiveness. The flowof information is controlled from the moment a request is made to its final resolution.
During the process, employees can report on patterns and problems to reveal where
improvements can be made. By identifying issues, departments can improve productivity
and focus their investments where they have the greatest impact.
e-Government improves resource allocation, productivity, and accountability. Simplified
administration reduces red tape, paperwork, and duplicated efforts to improve programalignment and service delivery. With information silos removed, decision-makers at any
level can access information and share it with other agencies and users. By improving
visibility, lining up resources against objectives, and measuring success against spending,governments can be more responsive to citizens’ needs.
The General Council of the Judiciary, as described in the following feature, is using an
e-government platform to deliver services in an integrated, user-centric portal.

42

I N N O VAT O R S T O RY

General Council of the Judiciary
Web analytics help tomeasure the successof the site and overall
performance, equipping
the CGPJ with the tools
it needs to present users
with a relevent andresponsive experience,
supported by multimedia
content.

FIGURE 3.5: PoderJudicial.es

The General Council of the Judiciary (Consejo General del Poder Judicial or CGPJ) wasestablished by the Spanish Constitution in 1978 as the constitutional body that governs the
Judiciary of Spain. The CGPJ wanted to combine its systems into an online portal to provide
citizens with personalized access to the information and services they needed. The new portal
would support a variety of communication channels in multiple languages. On the back end,
the system would be required to integrate all corporate services of the Judiciary Council tostreamline collaboration, provide integrated services such as online applications, allow for the
secure management of information, and comply with current regulations around transparency,
accessibility, multilingualism, Law 11/2007, and more.
An e-government solution was selected as the basis for the CGPJ website and judiciary extranet,
providing the Council with a technologically sound and manageable platform for the future.
The multilingual portal supports a substantial number of hits and is readily scalable. The web
publishing process is more efficient; self-service capabilities have significantly reduced the time
it takes to publish up-to-date information.
The system went live internally with 6,500 active users and 5,400 messages exchanged on its
forums. Members of the Judiciary can participate and collaborate using the system’s virtualenvironments, 45 communities of practices, and shared files. Secure access to integrated
applications and services is provided through single sign-on and identity management. The
system is customizable, allowing users to personalize and configure their working environment.
Looking to the future, the CGPJ is planning to expand the platform to other departments in theCouncil and support mobile access.
www.opentext.com/e-Government/CGPJ

43

CHAPTER 3

Mobile e-Government
The ubiquity of the Internet has been replaced by the ubiquity of the mobile device. In theprivate sector, the mobile Internet is already a driving source for productivity, efficiency,
and output. In the public sector, however, many organizations have failed to keep pace in the
adoption of disruptive technologies as productivity tools.
Mobile devices can make it easier for citizens to engage with their government for services
and participate in program development. As part of automated service delivery, the mobile
device is the final destination in a series of interactions with government that culminate
in presenting citizens with an end-to-end, streamlined experience.
Mobile government extends services to citizens and other users via mobile devices. There
are many different ways that mobile devices can be used for great benefit: to send out a massalert via short service message (SMS) in the event of an emergency or natural disaster, tosupport communications between home and school, to provide registration for local events,
to send out traffic alerts—the possibilities for government mobile applications are countless.
Likewise, the benefits of mobile government are many. Convenience and flexibility results
in better service delivery and higher satisfaction levels for citizens. Easier access to
information and processes improves productivity for public servants. In a crisis situation,
the ability to reach a larger number of people has the potential to save more lives.

6.8 Billion Mobile-Cellular Subscriptions
As the number of subscriptions approaches global
population figures mobile-cellular growth slows
8

7.1
6.8

7

Population
PROJECTED

Billions

6
5
4
3
2
1

Mobile-cellularsubscriptions

0
2005

2006

2007

2008

2009

2010

2011

2012*

2013*

Source: ITU World Telecommunication/ICT Indicators Database

FIGURE 3.6: Mobile Subscriptions Approaching World Population 3

ITU, “ITU releases latest global technology development figures”, February 27, 2013, http://www.itu.int/net/pressoffice/press_
releases/2013/05.aspx (accessed January 2014).
3

44

THE GOVERNMENT ICT LANDSCAPE

Mobile Citizens and e-Services
Mobility bridges the digital divide between
the haves and the have-nots by increasing
access to government services. Mobile apps
have opened up the exchange of information
between people and their governments.
The Border Wait Time app gives citizens
estimated wait times for border crossings
between Canada and the U.S., based on
information made available by the Canada
Border Services Agency.

FIGURE 3.7:
Border Wait Time App

Some governments are already making it
possible for citizens to complete transactions using their mobile devices. Only a secure e-government infrastructure—one that
integrates with legacy applications and information—equips governments to align service
delivery. Databases can be integrated, tasks centralized, and processes redesigned to reduce
costs while improving service delivery. Mobile access is becoming the prime way that citizens
engage with their governments. This is discussed in greater detail in Chapter 14 of this book.

Mobile Government Employees
In the private sector, the explosive growth of mobile devices and the popularity of mobile
apps has many managers wondering how they can leverage the multi-functionality andportability of these devices to improve productivity. According to research, mobile apps canincrease productivity, reduce cycles for decision-making, expedite processes, and improvecustomer service.
E2.0/Social Business
Survey, data-gathering, data capture applications
CRM/SalesInternal HR Forms and Approvals
Geo-location applications (other than SatNav)
Customer Claim Forms and Applications
Internal Finance/Transactional Forms and Approvals
Delivery/Supply-Chain Logistics
Quality/Process Approvals and Logs
Health Care/Education Evaluation or Records
0%

5%

10%

15%

20%

FIGURE 3.8: Organizations Are Embracing the Mobile App Trend
4

25%

4

Doug Miles, “Making the Most of Mobile - content on the move”, AIIM/OpenText, 2011.

E-GOVERNMENT OR OUT OF GOVERNMENT

45

CHAPTER 3

Just as organizations are providing secure, managed mobile access to enterprise systems,
governments should extend their processes, information, and applications to public servants
on mobile devices so that they can engage with the resources they need to do their jobs
effectively.
Mobile technology helps government employees, especially front line workers, do morewith less. Ideally suited for caseworkers, first responders, and law enforcement officers,
mobile access increases responsiveness by providing critical information and resourceson the go, 24/7. Time and money are saved through increased accuracy of information,
expedited decision-making, minimized data entry, increased situational awareness, andthe elimination of labor-intensive, manual paperwork.
Medical field workers in Africa, for example, are using their mobile phones to survey
200,000 inhabitants of the Kilifi District in Kenya, where the endemic rates of malaria
are higher than anywhere in the world. Using the Mobile Demographic Surveillance System(MDSS) App, written by undergraduate students at the University of Nairobi, medical
field workers can remotely interface with a hospital’s database, conduct surveys, and remainin the field for longer periods of time, while bypassing the data-entry process altogether.5

Secure e-Government
The need for information security has never been more pressing with information fragmented
across mobile devices, multiple applications, in both private and public clouds. In all sectors,
the ever-present threat of security breaches is driving investments in secure information
management.
With increased access to personal information, governments must consider security andprivacy to ensure information systems are protected and individual rights are respected.
Security refers to the protection of information systems and controlling access to theinformation itself. Privacy refers to respecting the right to have information attributed
to an individual to be treated with the appropriate level of protection. Information privacy
laws are in place to do just this.
Many government policies are focused around national security and privacy. In the U.S.,
these regulations include the USA PATRIOT Act, the Homeland Security Act, and the
Health Insurance Portability & Accountability Act (HIPAA). Canada’s counterpart is the
Personal Information Protection and Electronic Documents Act (PIPEDA). European
equivalents include the Data Protection Act (U.K.), the EU E-Privacy Directive, and Data
Protection Directive.

“MDSS: Medical Data Collection on Mobiles”, MDSS , May 2007, http://www.media.mit.edu/ventures/EPROM/research.html(accessed Feb 2014)
546

THE GOVERNMENT ICT LANDSCAPE

Security plays an integral role in e-government. For security to be effective, it must addressrisks, benefits, and processes at the organizational level and align these with policies andprocedures, stakeholders, and resources. Protecting confidential information requires a risk
management strategy that can also be leveraged to help optimize mission operations while
minimizing threats.

Where Do Security Threats Come From?
In order to deliver on mandates like providing open access to data for citizens, it is imperativethat agencies protect their information as a critical asset. But security threats have evolved
alongside technology. From organized crime syndicates to hacktivists, vulnerabilities permeate
all levels of government IT systems.

FIGURE 3.9: Malware Scraped Details from Users on a Daily Basis 6

In December of 2013, more than two million stolen passwords used for sites such as
Facebook, Google, Yahoo,® and other web services were posted online.7 Login data wastaken from computers that were infected with malicious software. The stolen information
could be used to extract and then sell people's personal information. In February of the same
year, Microsoft® announced that it had been hacked following a series of cyberattacks.8
Companies and their data are vulnerable. Despite external breaches, a recent study acrossindustries reveals an interesting fact. While many organizations have good external defenses
in place, the real threat of a security breach comes from unauthorized access by employees.
As was the case with the WikiLeaks incident and the National Security Agency-PRISM
scandal; the risk of security breach is often from the inside out.

BBC News, “Stolen Facebook and Yahoo passwords dumped online”, December 4, 2013, http://www.bbc.co.uk/news/
technology-25213846 (accessed January 2014).
6

7

Ibid.

8

Damon Poeter, “Microsoft Joins Ranks of the Tragically Hacked”, PC Magazine, February 22, 2013.

E-GOVERNMENT OR OUT OF GOVERNMENT

47

CHAPTER 3

Unauthorized
Staff
Other

Staff

13%

53%

Malware/Viruses

14%49%

External
Hacking

20%

Unauthorized
Ex-Staff

4%

FIGURE 3.10: The Most Likely Source of a Security Breach 9

The rise of the mobile workforce has also increased the threat of both intended andunintended security breaches—from a lack of clearly defined or implemented Bring YourOwn Device (BYOD) policies to lost or stolen devices and data leaks of personal or
confidential corporate information. The protection of government information should be
holistic, covering all bases to avoid information risks that might violate legislation,
cause non-compliance with regulations, or adversely impact the organization's ability toperform mission activities. Protecting sensitive data in a government IT environment is
a continual challenge. Striking the right level of balance between the open flow of information
and rigid control is a very important one. e-Government allows access on a “need to know”
basis, while preserving an overall, federated archive of information.

Aspects of e-Government Security
Effective e-government is designed to protect information where it is used: at the pointof interaction in the application itself. The following security mechanisms are built right
into the system to secure content:
Access and Permissions

 Information Audit Capabilities

Secure Information Exchange Information Governance

Access and Permissions
A comprehensive e-government solution is designed for high-security environments,
allowing organizations to configure security according to the level required for each
information asset. Access controls ensure that users see only what they have permissions
to see. In a granular system, access rights can be applied at the individual or group levelto different stages in the lifecycle of content. By setting these controls, agencies can control
data leaks and safely leverage emerging technologies such as social networking andmobile apps.
948

Doug Miles, “Making the Most of Mobile - content on the move”, AIIM/OpenText, 2011.

THE GOVERNMENT ICT LANDSCAPE

Extended information security can be applied
through an e-government system. When
individuals request access to information,
the system authenticates the individual,
checking for additional identifiers like nationality, security clearance, and business role.
Data sovereignty and privacy legislation in
many countries requires that content be stored
and accessed only in systems located in thosecountries. When content is marked with security clearance restricted to a given geography,
the system will ensure that it is stored in thatgeography and that users can access it only
when physically located in that country.

Information Audit Capabilities
Throughout its lifecycle, all content in an
e-government system is tracked and all
FIGURE 3.11: User Permissions
actions audited and logged. Audit capabilities
are an additional layer designed to help manage security risks. These capabilities make all
actions performed on a document or record transparent, from identifying who accessed the
document to when it was downloaded, modified, or deleted, and when administrative
settings were changed.

In the Cloud

Standalone Messaging Services

EDI

Managed
File Transfer

Fax

Notifications

Integrated
Messaging Services
SecureInformation Exchange

On-Premises

FIGURE 3.12: Secure Information Exchange

E-GOVERNMENT OR OUT OF GOVERNMENT

49

I N N O VAT O R S T O RY

Melbourne Water
Using a secure and compliant information management system, users areable to interact and collaborate easily with each other, helping to ensure
accuracy of information, regulatory compliance, and improved water
services for the public.
Melbourne Water is owned by the Government of Victoria in Australia and is responsible for$8.4 billion in assets. Melbourne water required easy access to their information, particularly
to help external bodies meet regulatory requirements or requests for information. Historically,
information was siloed within the different departments or teams which resulted in the inability
to share and provide accurate information. Business requirements placed an emphasis on
managing their information electronically and securely.
Using a secure and compliant information management system, users are able to interact
and collaborate easily with each other, helping to ensure accuracy of information, regulatorycompliance, and improved water services for the public. All areas of the organization are benefiting from improved information management, from corporate governance departments likepolicy development and business services to the maintenance and operations team and civil works.
Records Management helps Melbourne Water to manage both their physical and electronic
files, enabling them to request and process obligations but also respond to requests from their
public records office and meet those obligations and compliance needs as well.

50

www.opentext.com/e-Government/MelbourneWater

THE GOVERNMENT ICT LANDSCAPE

Secure Information Exchange
As part of an integrated e-government solution, information exchange helps agencies
communicate and trade information securely. Sensitive data is protected during file transfer
and daily information exchanges because it is encrypted at all times—both inside and outsideof government enterprises.

Information Governance
e-Government provides a secure and integrated framework for effective information
governance. It incorporates the tools needed to maintain policy in one central location andcentrally manage the content and processes within their source systems. In the feature
above, Melbourne Water is using e-government to keep its assets secure, transparent,
and accurate so that it can deliver on its mission to provide water services to the public.

Accountable e-Government
While there are many good reasons for government organizations to implement information
governance programs, regulatory compliance is a significant business driver. Other drivers
include business continuity, savings on storage and infrastructure, unimpeded knowledge
sharing, stronger security and privacy, and the ability to respond quickly and proactively toinvestigations of all types.
Critical Priority

High Priority

Moderate Priority

Low Priority

Not a Priority

Ability to comply with regulations
Better executive decision-making for strategic planning
Improved customer relationship (loyalty, experience, etc.)
Faster time-to-market with new and existing products and services
Increased revenue
Ability to react quickly to market changes and opportunity
Improved business process
Improved purchasing power with partners and suppliers
Expanded and optimized manufacturing processes
0%

20%

40%

60%

80%

100%

Base: 127 Data Management Professionals

FIGURE 3.13: Compliance is a Key Driver 10

Michele Goetz, Henry Peyret and Alan Weintraub, “Data Governance Equals Business Opportunity. No, Really”,
Forrester Research, May 20, 2013.
10

E-GOVERNMENT OR OUT OF GOVERNMENT

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CHAPTER 3

In all countries, countless government regulations, industry standards, and company
procedures exist. Non-compliance can lead to poor performance, financial penalties, andeven criminal charges. Transparent government requires well-documented processes
with appropriate internal controls to ensure the legal and prudent use of taxpayer funds.
With increasing amounts of data, there is also the growing complexity of legal and regulatory
requirements, including the mandate to convert hardcopy documents to digital format.
Establishing a single source of the truth across multiple sources involves managing structured
data, unstructured content, and emerging data types, such as social media, securely as
records, both inside the firewall and in the cloud.
e-Government delivers a seamless compliance solution that connects procedural guidancewith documentation, process execution tools, reporting and audits, and integration with ERP
systems. It acts as a central nervous system to capture, track, and report on regulatory
requirements. e-Government brings consistency and scale to the management andpreservation of information by incorporating records management with solutions forarchiving, email management, search, and e-discovery.
Content/Records/Document Management
GIS/Cartography
Citizen Call Centers/CRM
Analytics
Case/Workflow Management
Traffic Management
Financial Management Reporting
Grant/Benefit Management
Urban Planning
Budgeting, Policy Automation
Tax and Revenue Management
Citizen Portals
Waste and Environment Management
Web 2.0/Social Networks
1

2

3

4

FIGURE 3.14: Records Management as a Top IT Investment Priority for Governments

Effective records management is not just about preservation; it is also about adding value
to mainstream mission activities. Content such as emails, documents, and paper files can
be classified as business records and managed from creation to deletion to comply withinformation governance and regulatory requirements, including DOD 5015.2 and MoReq
2010 v1.1.

52

THE GOVERNMENT ICT LANDSCAPE

As governments move applications and shared information to the cloud, they will be
required to manage records in many locations. Records management provides visibility
for IT governance and data management, and reduces risk by eliminating duplicationand supporting automatic disposition of records according to agency policy. Records
management gives accountability and accuracy of information new force and meaning for
public sector organizations, which is why it ranks as a top IT investment priority.

Create &CaptureCollaborate& Manage

Records &Information
Management
Store &
Archive

Integrate &Optimize

FIGURE 3.15: Complete Lifecycle Management of Records

With growing open data initiatives, the process of disclosure (in accordance with the USA
PATRIOT Act, for example), has become a tremendous challenge. The ability to assess
relevant information where it resides using one central solution is critical to mitigating
the risks and costs associated with disclosure. Litigation readiness involves identifying
associated content, placing records under secure management and retention control,and defensibly deleting legacy content to save in storage costs. In the U.S., following
revisions to the Federal Rules of Civil Procedure (FRCP), agencies have taken significant
steps toward reducing the costs of e-discovery, at a potential cost of $15K per year, byimplementing records management.
A holistic e-government approach includes archiving capabilities that interface with many
content sources and locations where information is stored, such as file shares. Archiving
information makes it much more accessible in the event of discovery or audit, reducing
the time it takes to find information to hours as opposed to weeks. This is explored in
the excerpt from an interview below with a Manager of Governance at a Canadianindependent electricity operator.

E-GOVERNMENT OR OUT OF GOVERNMENT

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CHAPTER 3

Storage$5000
Probable e-Discovery$15,000

FIGURE 3.16: The Cost of eDiscover y 11

As illustrated in the interview, e-government provides a high-capacity repository forstoring and managing critical information while preserving context, structure, and links
to associated content to add long-term, evidentiary value.
As well as accuracy, standards are critical to e-government deployment to ensure that
all relevant elements of accountability are addressed. Some of the most commonly used
standards include Control Objectives for Information and related Technology (COBIT),
ISO 27001 (part of a growing family of ISO/IEC Information Security Management Systems),
NERC 1300, the PCI DSS: Payment Card Industry Data Security Standard and otherssuch as FIPS Publication 200 and NIST 800-53 in the U.S. As government organizations
outsource services to the cloud, strategies around security have expanded to include
data loss prevention (DLP) which is comprised of systems that identify, monitor, andprotect data to minimize both intentional and unintentional data loss. Security in the cloud is
explored in more detail in Chapter 14.

Jake Frazier and Anthony Diana, “Hoarders: The Corporate Data Edition”, Law Technology News, December 19, 2012,https://www.cgoc.com/resources/hoarders-the-corporate-data-edition (accessed February, 2014).
11

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Independent
Electricity
SystemOperator

One of the biggest challenges we face froma governance perspective is keeping our
information accurate, available, and accessible.
Our previous records management solution
was very difficult to use. As a result, themanagement of information, especially
records, was haphazard and a big risk to
the organization.
With our new system those risks have largelygone away because users can easily store, find,and manage information themselves. When we
had to supply evidence to an auditor for example,
we used to have to prepare months in advanceto make sure that we had all the information
we needed. Now it takes weeks or even days.
In fact, when an auditor is in the room trying
to assess whether or not we are compliant
with regulations, we can pull information outof the records management system on the
fly—a huge improvement for us. In fact, a lotof the information that we use to improve
performance is based on evidence files that we
keep for compliance purposes. The people that
operate the grid can use information from thesystem in real time to keep the lights on. It’s ahuge advantage for us to have 24/7 availabilityof this information.

Working at the heart of Ontario's
power system, this not-for-profit
entity connects all participants inthe process of delivering power:
generators that produce electricity,transmitters that send it across theprovince, retailers that buy and sellit, industries and businesses thatuse it in large quantities and local
distribution companies that deliver
it to people's homes. What follows
is an excerpt from an interview with
the Manager of Organizational
The system has given us process efficiency,
Governance Support.
information quality, and reliability. For example,“We operate the real-time, bulk electric system for the year 2013, no overtime was required
for Ontario. We buy and sell electricity by the by our records management staff. But what
minute. While we do that, we have to maintain the solution is also giving us, which wasn’t
the reliability of the grid to ensure that every- anticipated, is increased transparency and trust
thing is working well. We don’t want any blackouts with our market participants and stakeholders.
like the one in 2003, so we do a lot of procedural The adoption rate and the excitement thatwork to make sure that the information we use people are showing for easier access toenables us to keep the grid working.
information is unbelievable. I get phone calls
on a weekly basis from people who say, “This is
My focus is on governance—providing andenforcing the rules and regulations for all of the really good, I want to do something more with it.”generators and transmitters in Ontario.
And that to me is a really good sign of success.”
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4

CHAPTER 4

CH A PTER

4

e-Government
Drives Productivity

FIGURE 4.1: e-Government Framework

According to research, productivity in the U.S. public sector has fallen by 50 percent.1
Productivity in the Canadian public sector is on a similar annual decline—to the tuneof costing the federal government $1.8 billion.2 This total is based on a breakdown oftime wasted by public servants looking for information, sifting through emails, toggling
between applications and searching the web.
McKinsey & Company observed last year that if the G8 nations could increase public-sector
productivity by 1.5 percent annually, they could generate benefits worth $1-trillion (U.S.) a
year, which is equivalent to 1.5 percent to 2.5 percent of these nations’ combined GDP.3

William D. Eggers and Joshua Jaffe, “Government on the go: Boosting public sector productivity by going mobile”, Deloitte
University Press, Feb 8, 2013.
1

2

Chrystia Chudzak,“The Digital Government”, Video, September1, 2013, http://www.powtoon.com/p/dzzsQTV8lil/ (accessed Feb 2014).

Neil Reynolds, “Ottawa should do the math: Productivity trumps head counts”, The Globe and Mail, April 23, 2013,
http://www.theglobeandmail.com/globe-debate/ottawa-should-do-the-math-productivity-trumps-head-counts/article4101797/(accessed Feb 2014).
3

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E-GOVERNMENT DRIVES PRODUCTIVITY

Productivity gains are critical on a global scale as governments cope with mandates to do
more with less. An e-government solution powered by Enterprise Information Management(EIM) helps governments boost overall productivity through effective information retrieval
and management, process automation, and user engagement.
EIM integrates information and expands its use to drive value as it moves through agovernment department or across agencies. EIM encompasses a full range of technologies
to orchestrate information flows across government organizations. These technology suites
include Enterprise Content Management (ECM), Business Process Management (BPM),
Customer Experience Management (CEM), Information Exchange, and Discovery.
ECM directs information flows effortlessly from capture through to archiving anddisposition for more secure and consistent governance policies across any type ofcontent in a government organization.
BPM solutions empower employees, customers, and partners with Smart Process

Applications and information to accelerate processes and build agile agencies.
CEM solutions help governments deliver responsive, compelling, and relevantuser experiences across multiple channels to improve productivity, services, andcitizen satisfaction.
Information Exchange solutions help people to accelerate and control how information isdelivered—increasing the security and reliability of sensitive or complex communications.
Discovery applications derive value from growing volumes of content trapped in silos

across an organization to help organizations transition from query to insight to action.
EIM bundles all of these capabilities together into a government-wide information
management approach. This chapter describes EIM as the underlying platform for
e-government. It includes stories about organizations that have embraced EIM to address
the challenges of information and capitalize on its potential. Each story illustrates thetransformative power of e-government.

Govern Information with ECM
As the governance facet of EIM, Enterprise Content Management (ECM) delivers a breadthof offerings designed to manage the explosive growth of information and minimize thecosts and risks associated with unmanaged content. ECM offers end-to-end management of
information as it flows through mission-critical processes.
As enterprise information grows, the need have an effective ECM strategy in place becomes
more critical. Access to increasing amounts of information requires a comprehensive ECM
solution that can address demands for backups and auditing, tighter security, compliance,data classification (metadata), protection from threats of litigation, effective risk mitigation,and discovery technologies.
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Content Lifecycle Management
End-to-end management as information flows through critical processes
Applications

Devices

Information GovernanceCaptureClassify

ManageRetainHold

Archive

DisposeEnterprise Archive

Enterprise Disk

Modular Disk

SATA/JBOD Disk

Optical/Worm Tape

Capacity Tape

FIGURE 4.2: Managing the Full Lifecycle of Content

Content in Business Context
Public sector organizations look to their information systems to solve their businesschallenges, manage their business processes in the most efficient way possible, and ensurecompetitive advantage through operational excellence and innovation. Virtually all business
functions have content associated with them.
Systems implemented to solve critical business problems can range from simple workflows
to highly complex and long-running processes and complete business applications. Thesesystems require collaboration and decision-making and automation wherever possible toease the burden on staff and ensure consistency. Within business processes and applications,
ECM plays an important role ensuring correct information is made available, actions oncontent are tracked and audited, and that security is maintained.
BPM combined with ECM drives timely decision-making and helps enforce compliancewith corporate policy. Public sector organizations face increasing pressure to prove consistentcompliance to policy while maintaining efficiency and ease of use for end users.
The following story about Hong Kong Polytechnic University demonstrates how ECM
brings content to the fingertips of people and integrates critical content with businessprocesses. ECM delivers a seamless experience across multiple environments, helping
the University manage content and unlock the potential of its information for greater accessand innovation.

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Hong Kong Polytechnic University"Innovation is important to our
University, and we aim to deliverstate-of-the-art technology
to support our teaching andadministrative staff and enhance
our students' learning
experience. The solutions weare implementing will enable
us to better manage and control
the access of our documents,
while enabling knowledge andinformation sharing acrossthe university."
FIGURE 4.3: Hong Kong PolyU

DIRECTOR OF INFORMATIONTECHNOLOGY AT HONG KONG POLYU

Hong Kong Polytechnic University (PolyU) is the largest government-funded tertiary institution in
Hong Kong with more than 30,000 students and nearly 3,500 teaching and non-teaching staff.
It offers over 230 programs on campus. The growing student population, number of employees,
and courses offered have increased at PolyU over the years and led to a huge growth in data
generated. To better manage and leverage this information, individual units had implemented
independent and isolated solutions.
These disparate document management systems were becoming harder to manage. Realizingthat the ability to manage, control, and secure information is critical to their success, PolyU
has implemented ECM. The seamless integration of content with collaboration tools and social
media platforms will give the University better control over its content, ensure greater data
integrity, and address its growing data needs.
Effectively managing information throughout its entire lifecycle creates business value andcompetitive advantage. From information capture to classification, management, storage,
distribution, archiving, and disposition, ECM manages the flow of information across the
University. Fast and seamless access from multiple environments (web, desktop, and mobile)
within business processes and applications improves user productivity and organizational
efficiency.

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CONTENT
provides thecontext

UniqueBusiness
Value

PROCESSdrives thework

FIGURE 4.4: The Business Value of Integrated ECM and BPM

The ability to create and work with business processes is built into ECM. Agencies use
processes to review and approve document sets, create and manage procedures, manage
projects and cases, and more. These organizations look to BPM offerings together with
ECM to support their process needs. Beyond process management, there are dedicatedbusiness applications built to address specific sets of business problems. Examples of theseapplications include contracts management, regulated documents, invoice management,
employee file management, and learning management.

Accelerate Processes with BPM
Business Process Management (BPM) is one of the core technologies of EIM. Whether
conducting thousands of high-volume processes per day for case management or running alower volume of high-value procedures, BPM helps organizations better understand theiroperations, track the information that flows through those operations, recover costs, andoptimize efficiencies.
Business
Process
Integration
WorkflowEnterprise
Application
Integration
1990

Business
Rules
Process
Modeling
Process
Control

BPMS

WebServices

BPMS
+SOA

BPMS
+MDD

MobileDrivenDevelopment
BPMN

1995

2000

2005

2009

BPMS
+ACM

BPMS
+SocialAdvanced CaseManagement(ACM)
SocialNetworks
2010

BPMS+Intelligence

Smart
Process &Predictive/
Diagnostic
Analytics

Business Intelligence+ Process Mining

2011

2012

2013

Source: Forrester Research, Inc. Smart Process Applications Fill a Big Business Gap, August 2012

FIGURE 4.5: Workflow Evolves into Smart Process Applications

Enterprise Resource Planning (ERP) systems lie at the core of government processes—
from financials and human capital management to case management, vendor invoicing, andother critical aspects. Administrative work, like case management, forms the basis of many
government functions. This type of work is typically made up of government transactions
and results in volumes of data housed in government databases.
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E-GOVERNMENT DRIVES PRODUCTIVITY

Data generated by administrative activities is typically numerical and in many instances,
this information is not easily accessible. While they do an admirable job of executing
process and serving as the “system of record,” ERP systems fall short in meeting the growing
need to harness agility and adaptability to maintain competitive advantage.
Moving beyond legacy processes and workflows, effective BPM allows for the rapid
modeling and automation of Smart Process Applications (SPAs) and the ability to constantly
improve them. Next-generation SPAs provide agile solutions that are quickly developed
and deployed to support both structured and unstructured business processes and adapt
to rapidly changing business requirements.
DefineCaptureProcess, Records& Collaborate

Automate& Integrate

Strategic Business
Modeling &Visualization

Capture, Fax& Recognition

High Volume Imaging,& Processing

Business Process
Analysis & Management

Document, Records,& Archive Management

Dynamic CaseManagement

EnableChannels

Mobility
CustomerCommunication
Management
Customer Portal

FIGURE 4.6: Integrated Processes and Information

The results of successfully extending BPM beyond its traditional role to allow for agile
process improvement can be profound. Agencies like the U.S. Department of Justice, as
described below, are embracing advanced BPM capabilities to improve processes andenhance operations for significant cost savings.

Deliver Exceptional Citizen Experience with CEM
As one of the five foundational pillars for EIM, Customer Experience Management (CEM)
aims to create a richer, more interactive online experience—across multiple channels like
websites, mobile devices, social networks, and more—without sacrificing the requirements
for information governance. CEM powers the world’s highest traffic brand sites, the mostcompelling mobile experiences, and the most recognized e-commerce portals on earth. The
management of the citizen’s experience, from visiting a government website and using amobile app to conducting a transaction or viewing a city council meeting is vital to ensuring
success. All of these interactions and the assets that surround them require more efficientmanagement and use, which is what CEM is about.

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U.S. Department of Justice…based on projectedsavings in the 82 districts,
total approximated cost
avoidance for all districts
would be $38.8 million.

FIGURE 4.7: U.S. Department of Justice

The U.S. Department of Justice, Office of the Federal Detention Trustee (OFDT) was establishedand activated in September 2001 by a directive of Congress in response to growing concerns
regarding federal detention. It is the mission of the Federal Detention Trustee to provide for thesafe, secure, and humane confinement of persons in federal custody awaiting trial or immigration
proceedings. With an average daily population in excess of 55,000 detainees across 94 federal
judicial districts and an annual federal detention budget exceeding one billion dollars, the goal of
improving time and cost savings is paramount.
To reduce costs, OFDT set about automating the administrative prisoner designation processthat involves the U.S. Federal Courts, the U.S. Marshals Service (USMS), and the Federal Bureauof Prisons (BOP) to help reduce detention costs. The process of designating a convicted felon
requires information contained in numerous documents and controlled by several agencies.
In the past, each step of the process involved moving paperwork between multiple agencies andgeographic locations using fax, postal mail, and FedEx.® The manual nature of this process led
to slow processing times and limited audit trail capability with no way of effectively tracking
status information.
The Agency turned to e-government to support designation, while protecting sensitive prisoner
information. The solution provides easy access to all employees regardless of location andenables the agency to track, report on, and measure ongoing performance metrics. With accessto a web server, all agencies can check on the status of any prisoners’ detention designation
document in real time. It is cost-effective, saves time, reduces errors, and provides transparency
around the process. The eDesignate system is operational in 82 districts and based on projectedsavings, total approximated cost avoidance for all districts would be $38.8 million.
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Percent of CEM User Respondents Indicating as
Valuable Metrics to Measure CEM Perfomance, N=2526
90%

85%

81%

70%

68%

65%

50%

30%
Customer
Retention

Customer
Satisfaction

Response Time to
Customer Inquires

Customer
Lifetime Value

Source: Aberdeen Group, October 2011

FIGURE 4.8: The Value of CEM

CEM gives government agencies the ability to transform information into a source of
productivity. Media, website, and communications management combine to help public
servants create, manage, share, and publish content with ease. With CEM, organizations
like the City of Edmonton are creating online experiences to attract citizens, engage users,
generate loyalty, and drive revenue.

Meet Budget Requirements with
Secure Information Exchange
What you need:
Secure informationexchange with messages,
documents and extremely
large files.

What you have:
Email is unsecureand limited by size.

FIGURE 4.9: Secure Information Exchange

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City of Edmonton“As Joe Citizen, I know that if I
need a car towed away because
it’s parked illegally in my driveway,
I phone the City. If I want to findout what time the bus is coming,
I phone the City. If I need to findout what time they’re picking up
my garbage, I phone the City.
I don’t care how the City isorganized inside; I just know I’mcontacting the City. So, with our
website, we wanted to follow thesame line of thinking. Now it’s a
City website built entirely aroundhow our customers expect to findinformation.”
FIGURE 4.10: City of Edmonton’s Website

WEB OPERATIONS MANAGER,CITY OF EDMONTON

The City of Edmonton in Alberta, Canada is well known for its scenic river valley, oil andgas industry, and North America’s largest shopping and entertainment complex, the West
Edmonton Mall. Servicing more than one million residents in the area, the City of Edmonton’s
website was falling short of citizen’s expectations. The City needed a website that reflected
the vibrancy of the city while providing user-driven architecture, rich media support, social
media compatibility, and easy-to-find, relevant information and services for citizens.
With a CEM website management solution, the site has transformed into a customer-oriented
website, incorporating social media tools like blogs and wikis, with straightforward navigation
and rich media like videos to showcase the community. The solution also offers the integrationof legacy and future applications (written in a variety of programming languages), third-party
search, and, most of all, ease of use for content authors to minimize training and accelerate
adoption.
The marketing-driven website provides an efficient communications platform for citizens—
giving them access to accurate, real-time information and services they need. As a result, theCity of Edmonton is more responsive and the site has become the “number one” information
source for citizens. Overall hits on the site increased by 19 percent in the first year and avisitor survey indicated a 92 percent satisfaction rate with the site by visitors.

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E-GOVERNMENT DRIVES PRODUCTIVITY

Information Exchange is the practice of conversational data exchange. It defines a setof offerings that facilitate the efficient exchange of information inside and outside of apublic sector organization, from electronic faxes and cloud services to Electronic Data
Interchange (EDI) and large managed file transfers.
It securely manages transient, communicative exchanges of varying electronic format. Thisis the conversation of a government agency: internally among public servants and externallywith its citizens and partner organizations. An information exchange can be described as a
payload of data, moved between one or more parties for the purposes of communication,
sharing, or transacting business. These services generate truly massive amounts of data andoften are tied to other practices such as ECM with very specific collection parameters.
As an EIM category of offerings, information exchange solutions help safely move informationfrom where it is to where it needs to be, regardless of which business systems it resides in,what devices it is required on, from user to user, company to customer, agency to citizen—
from anywhere at any time. Data integrity and security are built in to protect against threatsof internal information leaks and cyber attack.
The opportunities to drive business value through effective, secure information exchange
are boundless, and demonstrated in the story about cost savings realized at Mumbai
International Airport Limited.

Improve Insight Through Discovery
As a facet of EIM, Discovery solutions organize and visualize all relevant information to
make it possible to find and learn about the right information at the right time and place.
The integrated set of technologies that comprise discovery enhances an organization’s
capacity to “remember.”

Mining an Article

Key people &organizations

Key words& phrases

FDA says drug stents have small blood clot risk
WASHINGTON - The Food and Drug Administration said Tuesday that
drug-coated stents made by Jackson & Jackson and Chicago Scientific Corp
carry a significant risk of blood clots that appears to emerge a year or later
after the stents are placed.

Establishingassociations
within content

The agency said the risk applies to the drug stents currently on the U.S.
market made by Jackson & Jackson and Chicago Scientific whencompared with older so-called bare metal stents.
The FDA said it was not clear if the drug stents carried an increased riskof heart attacks or death compared with the bare metal stents.

FIGURE 4.11: Semantic Pattern Recognition

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Mumbai International Airport Limited
Faxes that used to takefrom 15 to 20 minutes toprocess are now delivered
and tracked electronicallywithin seconds.

FIGURE 4.12: Secure and Streamlined Information Exchange at MIAL

Mumbai International Airport Limited (MIAL) is a joint venture company owned by a GVK
Industries-led consortium and Airports Authority of India working under the Ministryof Civil Aviation. The Company manages India’s busiest airport, the Chhatrapati Shivaji
International Airport (CSIA). Predictably, managing multiple projects across an airport that
employs hundreds of people and spans an operational area of 1,450 acres demands both
expeditious and secure communication. MIAL employees send and receive hundreds offaxes every month to and from vendors and government agencies. Previous paper-based
faxing methods did not uphold timely turnaround or essential privacy. MIAL relied on close
to 50 fax machines that required consistent and costly maintenance, as well as constant
supply refills. Additionally, sensitive documents were neither private nor secure.
MIAL has eliminated fax machine queues and gained reliable security for all faxed documentswith document delivery and fax software. MIAL employees now send and receive documents
without leaving their workstations. Instead of printing pages to feed through fax machines,
employees can fax documents right at their desktop computers. Integration with email allows
any sent or received fax to appear alongside emails for secure and easy reference, forwarding,or storage.
The Company expects to eliminate close to 40 fax machines, with the remainder as backup
devices in case of email failure. Expenses associated with maintaining dozens of fax machines
are now designated as cost savings. Faxes that used to take from 15 to 20 minutes to process
are now delivered and tracked electronically within seconds. Employees who link to the office
via mobile devices when they are traveling can stay on top of urgent faxes and staff members
have increased efficiency because the solution has optimized their time.
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E-GOVERNMENT DRIVES PRODUCTIVITY

The expense and time associated with traditional legal or other information discovery isvery high. Having a set of tools available to reduce and make more accurate the data sets
retrieved in a discovery represents immediate savings for a public sector organization.
Applying analytics to large data sets gives public sector organizations insights into
productivity gaps and can provide techniques for improving efficiency.
Business insight is gained by capturing, combining, and transforming information to identify
relationships, risk, and new opportunities for growth. Improved transparency into outcomesallows for the consistent measurement and monitoring of performance metrics, arming
governments with the information they need to improve productivity and the quality of
their programs. Unlocking this data is critical to identifying new opportunities for growth,minimizing risk, and promoting innovation—as illustrated in the open government initiatives
currently underway in countries throughout the world.
With e-government solutions like semantic search and content analytics, organizationsin the public sector like the Karlsruhe Institute of Technology (KIT) gain leading-edge
capabilities, designed to mine, extract, and present the true value of information for improved
research and analysis.

An integrated EIM Strategy will deliver better...
Business Results

Citizen Relationships

Cost
Reduction

Decision
MakingCitizen Insight

Revenue

Productivity

Improved Citizen Services

IT Infrastructure

Data AccessComplianceStandardization

FIGURE 4.13: The Business Value of EIM

EIM: A Single Version of the Truth
The core sets of technologies adopted by the government organizations described inthis chapter form a comprehensive platform for EIM. Despite the differing facets oftechnology, whether it is ECM, BPM, or CEM, each organization shares one common
challenge: the impediment of information flows across the enterprise. Likewise, theyshared a common solution to overcome their information challenges: EIM, which has helped
them to more effectively manage and optimize the information flows that formulate thefoundation of their operations.

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Karlsruhe Institute of Technology
With improved accessto information and theability to connect withresearchers in similarareas of study, thewebsite has evolved into
an advanced research
network that successfully
meets the needs of all
stakeholder groups.

FIGURE 4.14: The Karlsruhe Institute of Technology (KIT)The Karlsruhe Institute of Technology (KIT), one of the world’s leading engineering research
institutions, was founded in 2009 by a merger of Forschungszentrum Karlsruhe and Universität
Karlsruhe. As a member of the Helmholtz Association, the largest science organization inGermany, KIT makes major contributions to top national and international research. According
to its mission, the Organization operates along three strategic fields of action: research,teaching, and innovation. KIT currently has 9,000 employees and 24,000 students.
KIT needed a leading-edge solution that would give researchers, students, and the general publica faster way to find information across 600 websites and 200,000 associated web pages. On
the back end, the institute wanted a robust website management solution that would support
their 1,300 editors worldwide, on a day-to-day basis, by supplying metadata, key phrases, andthe ability to automatically generate extracts of text. KIT also wanted a collaborative platformthat would bring together researchers, scientists, and students.
KIT is using e-government technologies semantic navigation and content analytics incombination with website management to optimize web pages and provide relevant search
results. Previously manual tasks that were labor intensive have been replaced by an automatedsolution that assigns metadata and supports entity extraction by generating teaser texts for
new pages, saving users time and reducing error. Visitors are given personalized access tohighly relevant information, facilitated by faceted search and related hits—resulting in a moresatisfying end-user experience. With improved access to information and the ability to connect
with researchers in similar areas of study, the website has evolved into an advanced research
network that successfully meets the needs of all stakeholder groups.
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EIM unlocks the potential for superior quality and less costly operations, reduced regulatory
cost and risk, optimally efficient business processes, an engaging citizen and social
experience, and more efficient online information exchange—on premise, in the cloud,and on mobile devices.
As an integrated suite of technologies, EIM delivers productivity-based benefits toorganizations in the public sector—from higher quality programs and services, toincreased efficiencies, improved resource and budget allocation, greater transparency
and accountability, and higher levels of trust in government programs and services.
The following chapter describes these technologies in more detail.

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E-GOVERNMENT TECHNOLOGIES

5

CHAPTER 5

CH A PTER

5

e-Government
Technologies
As a collection of technology suites, Enterprise Information Management (EIM) integrates
information and drives value as it moves through government departments and processes.
The foundations of e-government are based on integration, interoperability, and a capacity
to share and integrate information based on common standards.

Experience
Application
Developer

Platform

Analytics

FIGURE 5.1: The e-Government Infrastructure

Within most governments, unstructured and structured content resides in many
information sources. Platform technologies like records management, web experiencemanagement, and business process management help to create “smarter” and more
useful documents, processes, and exchanges. Applications like case or correspondence
management add value to information in context. A common technology infrastructure
improves the flow of information across all processes, allowing it to flow from one
context to another, from need to result, and opportunity to outcome.
Information is delivered as a responsive user experience for both employees and citizens
through web browsers, desktops, and devices—all integrated with business applications
SAP,® Oracle,® and Microsoft. The final piece of the technology puzzle is application
development and the creation of a government app store facilitated by developer tools anda network. The result is a holistic e-government technology infrastructure. This is EIM.

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E-GOVERNMENT TECHNOLOGIESTime to Innovation

Community

Time to Market

CreateTime to Revenue

EnableEngageDiscovery

PublishMeasureProspect

AdjustNegotiate

Share
Consume
CloseTime to Citizen Service

Initiate

AssessCollaborate

Process

Optimize

Time to Compliance

CaptureClassify

ManageDiscoverArchive

FIGURE 5.2: Seamless Information Flows

e-Government enables connected government through technologies used to improve access,privacy, and security of information; establish networks across levels of government; provide
online, mobile service delivery; and create opportunities for interactive democracy—at alllevels of government.

Web

Desktop

Create to Consume

Discover

Process

MobileIntegrated

Issue to Resolution

Content

Cloud

Capture to Archive

Experience

Exchange

FIGURE 5.3: e-Government— A Seamless Experience

EIM delivers the platform for integrated e-government, bundling all of these capabilities
together in a government-wide information management approach. What follows is adetailed description of these technology suites, including the following:Content Suite for Enterprise Content Management
Process Suite for Business Process Management
Experience Suite for Customer Experience Management
Information Exchange SuiteDiscovery Suite

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CHAPTER 5

FIGURE 5.4: Document Management

Content Suite
Available on premises, across mobile devices, and in the cloud, Content Suite is a set ofEnterprise Content Management (ECM) technologies that includes a platform to unite
capture, document and records management, workflow, search, and archiving, as well as
applications such as email, e-discovery, auto-classification, and contract management.

Document Management
Document management provides full lifecycle management for any type of electronic
document in a single, authoritative repository for storing and organizing electronic documents.
Using document management, organizations can manage any type of electronic document
in any file format. Metadata is indexed and can be used to easily retrieve and generatereports on documents based on custom criteria. Each piece of metadata information is an
attribute, and sets of attributes can be grouped into categories that can be associated withany document. Multiple taxonomic classifications can be associated with documents intheir original locations.
Document management allows users to work directly between the repository and theirdesktop applications to open, edit, and save documents directly from the repository for
optimal productivity. Document management also supports the WebDAV protocol, allowing
users of WebDAV-compliant desktop applications to connect directly to the repository.

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E-GOVERNMENT TECHNOLOGIESFIGURE 5.5: Records Management

Records Management
Organizations in the public sector can improve accountability, ensure compliance, andminimize the risk and cost of litigation with records management, an automated systemthat removes the complexities of electronic records management and makes the processcompletely transparent to end-users. The solution delivers a common records management
file plan for all enterprise applications for retention and defensible disposition and thecapabilities to classify all physical objects as records.

Archiving
Archiving empowers agencies to implement defensible, long-term archiving strategies
to manage risk and intelligently govern today’s data types and volumes while controlling
costs. Using it, agencies can access a common, agnostic infrastructure for all retention
and archival needs; ensure content integrity; avoid redundancy while meeting legal andcompliance requirements; and cost-effectively store and retrieve content.
Coupled with industry-leading records management and auto-classification, archive
supports rich capabilities to drive compliant retention and disposition policies. The
following feature demonstrates how agencies are deploying a defensible, long-term strategy
to comply with regulations, meet legal obligations, and reduce the overall costs associatedwith unmanaged content.

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77T R A N S F O R M AT I O N I N A C T I O N

A Healthand HumanServices Entity
What follows are excerpts froman interview with the Chief
Technology Officer of a Healthand Human Services Entity, whichis part of the National Institutesof Health (NIH) and the primaryfederal agency for conducting andsupporting biomedical research.
“We focus our research on infectious diseases
like HIV/AIDS, flu, tuberculosis, and malaria, as
well as tropical diseases and a number of otherinfectious diseases. We work internationally inover 100 countries. We also have an administrative
component, play a significant role in bio-defense,and conduct studies in re-emerging diseases.
The Organization is very diverse. We are a federal
agency, but we function like a pharmaceuticalcompany with our own lab where we manage
the lifecycle of a drug from basic research throughto modeling and clinical trials. Because we’re afederal agency, we have to follow federal
regulations. We have what we call a “validated
environment” that has to comply with a complex
collection of government and industry regulations
such as the Federal Drug Administration Act,
Freedom of Information Act, and Department of
Defense (DoD) records management standards.
We work with a lot of manual paper processes
and have to collaborate with sister agencies
like the Ministry of Health and the Department
78

of Health and Human Services, as well as withorganizations at a global level. Many of ourprocesses require signed approvals, and they
were becoming too inefficient and prone to error.
We implemented a document management
solution to manage document-centric workflows
and integrated this with e-sign technologies to
expedite the approval process. Every processthat we transform from paper to digital adds
transparency and accountability and reveals
where the bottlenecks are so we can addressthese to become more efficient. Using anapplication of this solution, we were able toreduce the bidding process on R&D contracts
by 50 percent.
Transparency is good because it creates
accountability in terms of open government.
Many data sets that are available are not selfexplanatory: they require experts to analyze
and explain the data. A public cloud helps us
promote the democratization of biomedical data.
We have set up a comprehensive repository
in the cloud with data about the human microbiome. Researchers who are interested cantap into the data in an open environment
for research and analysis about the various
microorganisms that live inside us.”

A public cloud helps us
promote the democratizationof biomedical data.

E-GOVERNMENT TECHNOLOGIESAuthentication, Audit, and Security

A comprehensive content management solution is designed for high-security environments,
allowing agencies to:Configure security according to the level required for each information asset
Protect content at rest inside the organization through encryption and authentication at

the repository level, ensuring only authorized systems and users are able to gain accessEnsure that users see only what they have permissions to seeApply access rights at the group or individual level to specific types of content and todifferent stages in the lifecycle of content

Bulk Imaging and Capture

Capture solutions help bridge the gap between the structured and unstructured world toharness what was previously untapped value. Agencies can use it to maximize efficiency andcost savings by capturing enterprise content and managing it consistently within information
governance guidelines.
Imaging: A solution for capturing and displaying a complete range of business documents.
Imaging helps organizations digitize paper documents to eliminate the costs of storing paper,increase productivity by making all documents easily accessible, and capture all documents
in a secure, long-term archive.
Capture: A solution that automates the capture and interpretation of paper documents,
scanned images, email, and faxes using sophisticated document and character recognition
software. Agencies use it to fully digitize their processes, reduce manual keying and paper
handling, and reduced the risk of non-compliance.

Annotation and Redaction

From scanning to printing, universal viewers and imaging tools handle the access, sharing,and distribution of technical and business information, enabling organizations to:Create, capture, view, redact, markup, and publish content to support business processes
Integrate view-markup-print-edit functionality for hundreds of document types into

networked database solutions or intranet/web solutions
Handle document viewing requirements—from native file viewing and 3D CAD model

viewing to direct scanning of paper documents, and document markup and revisionAccess, share, distribute, and cooperatively review documents across a department or

agency and with partners and suppliers
Through its multi-faceted solutions, Content Suite lays the groundwork for a comprehensive
e-government strategy by providing capabilities to digitize, manage, and secure documents
and records. In the following feature, Metro Vancouver is using e-government to manage its
records throughout their entire lifecycle, from creation and dissemination to final archiveand disposition.
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Metro Vancouver
The system is helping to
make sure that the Region
can prove through auditsthat the documents in thesystem are trustworthy
records—and that they
comply with statutes
and regulations while
promoting goodbusiness practice.

FIGURE 5.6: Metro Vancouver Website

Metro Vancouver is one of 29 regional districts that were created by the provincial government
to ensure that all British Columbia residents have equal access to commonly needed services.
Regional parks, affordable housing, labor relations, and regional urban planning are significant
services provided directly to the public. The Region has approximately 1,300 full-time employees
and serves a population of 2.1 million.
The Region needed a central, secure repository for storing and distributing electronic records.
An e-government solution would enable them to enforce retention periods and disposition rules
based on preset periods to help control risks, reduce storage costs, and ensure regulatorycompliance. They were also looking for an improved user experience for the profiling of documentsthat included automation and improved accuracy.
The system currently contains almost two million documents. An automated records management solution removes the complexities of electronic records management, making the processtransparent to the end user. It maps record classifications to retention schedules, which fully
automates the process of ensuring that records are kept as long as legally required and thendestroyed when the time elapses. Enforcing governance across the region, each of its 14
departments is responsible to comply with policies, best practices, and procedures issued by the
corporate records team. The system is helping to make sure that the Region can prove throughaudits that the documents in the system are trustworthy records—and that they comply withstatutes and regulations while promoting good business practice.

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www.opentext.com/e-Government/MetroVancouver

E-GOVERNMENT TECHNOLOGIES

Process Suite
Process Suite is a combination of Business Process Management (BPM) applications andsolutions designed to help agencies work more efficiently, lower costs, and achievebusiness goals with real-time business insight. Governments can use them to reduce thetime-to-value for deploying solutions; meet the changing needs of service requesters
and providers; develop and deploy process applications to match business requirements,from packaged apps to model-driven development—on-premises, in the cloud, or using
hybrid deployment.

Smart Process Applications
Smart Process Applications (SPAs) are created by configuring foundational processes
and assembling pre-built components. Organizations use SPAs to create intuitive
business services, case management, and efficient process transactions, and integrate
data silos and back-office systems.
Out-of-the-box modules are available for:Service Center for web and mobile accessWork Center environment for productivity
Reporting Center for business insightChange Tools for process improvement
Configuration Tools for services, assets, and people

Dynamic Case Management
Dynamic case management automates collaborative, people-driven and content-intensive
processes, such as customer-facing or exception-handling processes. It gives agencies
a 360-degree view of citizens to provide better service and improve response times. A
persona-based user interface accesses the system to manage cases, while leveraging
existing systems of record.
The Care Assessment Agency (CIZ) in the Netherlands is using BPM to effectively manage
their caseloads and other processes for optimal efficiencies.

Experience Suite
Experience Suite is an integrated suite of Customer Experience Management (CEM)
products delivered as a comprehensive platform to manage media, web, social, andinteractive content to deliver a consistent user experience across multiple channels—
while adhering to information governance policies and regulatory requirements.

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CareAssessment
Agency (CIZ)

The beauty of this platform is that you can use
it to create a case model and showcase business
users, who can recommend changes. Thesechanges can be made immediately, rather than
waiting for six months after the solution has been
deployed to implement them. We put business
users and IT developers together in one room
and, as a result, we were able to develop a
more effective case management solution.
We ended up with a system that incorporated
all of the business rules and presented users
with an intuitive interface.

CIZ is a Dutch Governmentorganization responsible forhandling the assessments of
The system automates the primary processes ofpeople who apply for care under the CIZ and helps to facilitate policy development
the Exceptional Medical Expenses through improved decision making at the board
level, based on accurate information. We haveAct. They handle one million
used it for case management, as a platform forassessment cases a year and haveour backup system, and as a messaging systemapproximately 1,200 internal and to communicate with third-party organizations.
17,000 external users of their
Our future goal is to create applications that aresystems. What follows are excerpts fully adaptable to any device.
from an interview with the CIO of We are also looking at working with other agencies
as well as private organizations. To this end, we
the CIZ, Robin van Iperen.
“Our key mission activities are to determine
whether someone is entitled to care under the
Exceptional Medical Expenses Act in Holland.
We are the gatekeeper of 28.5 billion euros($38.5 billion USD) spent annually under the
Exceptional Medical Expenses Act.
Our old system was supported by 17 databases,
which was neither effective nor efficient.
When we selected a BPM platform to replace it,
we were looking for a flexible platform that would
automate our front- and back-end processes
like case management and enable us to adapt
our software systems to changing legislation.
We wanted to create processes that would
support interaction between business users
and IT professionals.
82

have established a system that integrates our
information with information from other organizations in the health care network—to help us
oversee the processes behind the consumerizationand financing of health care in Holland.

Many Dutch citizens conduct their businessonline. The Dutch Government has set a goalof 2017 to transform itself into a digital government, so we are now focusing our activities onmaking our processes and solution both digitaland mobile for end users. In 2015 there will
be changes made to the Dutch heath caresystem with many services transferred to the
local government level. The adaptability of thesoftware system is really important because weknow that a lot of changes are coming our way.”T R A N S F O R M AT I O N I N A C T I O N

FIGURE 5.7: Care Assessment Agency (CIZ)

The Dutch Government has set a goal of 2017 to transform itself into a
digital government, so we are now focusing our activities on making ourprocesses and solution both digital and mobile for end users.

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CHAPTER 5

FIGURE 5.8: Media Management

Web Experience Management
Web Experience Management (WEM) is built for high-volume, transaction-oriented web
applications across all customer-centric touch points—intranet or extranet, public or private.
Public sector organizations can elevate the overall web experience and cater to the uniqueneeds of all citizens with:
Responsive design to display content consistently across mobile devices and platforms
Compelling experiences and meaningful conversations
Optimization of every citizen touch point with device neutral, content-centric

experiences
Alignment of IT and business digital strategies, processes, and technologies

84E-GOVERNMENT TECHNOLOGIES

PortalPortals improve engagement with public servants, partners, and citizens through highlyinteractive and contextual online experiences. Portals can be used to create and deploy
mashups and composite applications, implement microsites and global initiatives withease, and improve citizen services with an online community.

Media Management
Media management is the proven and tested enterprise Digital Asset Management (DAM)
solution, providing secure, cost-effective control of digital assets across multiple delivery
channels and media platforms. With sophisticated search, navigation, and collaboration
tools, media management provides a central repository and integrates with existing systems.
Automated workflow capabilities ensure that production, reuse, and publication processes
work together seamlessly.

Communications Management
Customer communications management improves citizen experience through the automation of communications. Personalized documents are created through rules-based
dynamic assembly and presented to citizens, partners, and suppliers in multiple formats
across multiple channels. From one-to-one contact to the high volume, mass productionof documents, communications management simplifies and automates document-related
business processes to improve business performance and efficiency.

SocialWith e-government social capabilities, agencies can seamlessly integrate information
governance with consumer-style file sharing and social collaboration apps to provide users
with the best ways to engage without compromising security and compliance requirements.
Productivity is enhanced by breaking down organizational barriers, facilitating the transfer
of knowledge, and accelerating decision-making processes. A more socialized intranet or asocial workplace allows teams to focus, work more efficiently, and connect with relevant
resources and expertise by connecting employee-to-employee, citizen-to-citizen andemployee-to-citizen.
Oakland County Michigan is using an e-government media management solution to
integrate, manage, and digitize its media assets.

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Oakland County Michigan
It has created a new levelof usability by enablingCounty-wide access andensuring efficiency in the
production, reuse, andpublication processesof all digital assets.

FIGURE 5.9: Oakland County Website

Oakland County, part of the Detroit, Michigan metropolitan area, is home to 62 cities, villages,
and townships with a population of more than 1,200,000. The County’s knowledge-based
economic initiative, coined “Automation Alley,” is one of the largest employment centers forengineering and related occupations in the United States.
Over the past several years, the County has built up an extensive digital library of assets that isused for newspaper advertisements, posters, brochures, event programs, the County website,and more. The County required a solution to manage over 40,000 digital assets and make themaccessible to people in marketing, public relations, and other County departments.
Oakland County opted for a fully hosted e-government solution to provide a centralized
repository for the storage, management, and distribution of approved digital content. With thehosted solution, the County is now able to manage their digital media assets without the needfor internal IT support and resources. The County has effectively opened up access to their
media to all County personnel, including those within the marketing and planning departments;
also within parks and recreations and the health department. The system has saved users
time—an estimated 30 percent—and the County money by improving overall productivity. It
has created a new level of usability by enabling County-wide access and ensuring efficiency inthe production, reuse, and publication processes of all digital assets.

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www.opentext.com/e-Government/OaklandCounty

E-GOVERNMENT TECHNOLOGIESFIGURE 5.10: Managed File Transfer

Information Exchange Suite
Information Exchange Suite enables businesses to accelerate and control how information isdelivered—increasing the security and reliability of sensitive or complex communications.
Organizations can execute transactions quickly, easily, and with a higher level of confidence.

Managed File Transfer
Agencies can manage the secure exchange of large files inside and outside of the firewallwith enterprise-level security and auditability, protocols to accelerate large file transfers,
and a single file transfer solution for all ad-hoc and process-based requirements.

Fax and Distribution
Agencies can automate and integrate the exchange of business-critical documents on premiseor in the cloud in order to increase productivity and lower operational costs. Using fax anddistribution, organizations can transform paper-based operations into digital processes,
reduce manual labor and automate information distribution, and send and receive faxes onpremise and in the cloud.

B2B Integration Services
Agencies can optimize the reliability, reach, and cost-efficiency of supply chains with
Electronic Data Interchange (EDI) and integration services with capacity beyond traditional
Value Added Networks (VANs) with a world-class EDI transaction network.

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Discovery Suite
Discovery Suite uses search and content analytics on enterprise information to accelerate
time to value. It transforms big data from a costly byproduct of today’s knowledge workers
into a valuable resource that drives innovation and powers customer engagement.

FIGURE 5.11: Content Analytics

SearchAs a fundamental part of the Discovery Suite, robust search increases productivity,
enhances knowledge capture and sharing initiatives, and produces accurate result sets so
the right information is found when it is needed. Search provides unified access to internaland external information, helping agencies save money and reduce risk through secure,permissions-based search.

Content Analytics
Organizations use content analytics to extract meaning, nuance, and context from vast
amounts of unstructured content to analyze it and harness its true business potential.
The solution is being used to create machine-readable content from unstructured
data, connect people with relevant content, discover accurate information to support
decisions, and boost productivity. Features include concept extraction, entity extraction,categorization, sentiment analysis, summarization, language detection, similarity service,
and a management console.
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E-GOVERNMENT TECHNOLOGIES

Semantic Navigation
Semantic navigation delivers highly relevant information to website visitors to drive engagement by automatically analyzing and tagging content to produce insightful facets, improve
website conversion rates, and aggregate information from all systems for unified access.

Auto Classification
Using auto classification, agencies can establish a highly defensible, completely transparent
records management program as part of a broader information governance strategy whileautomating policy application tasks for business users. Auto classification helps reduce litigation
risk, e-discovery, and storage costs; improve compliance, security, and user productivity; and savetime in addressing the need to classify huge volumes of legacy content, email, and social media.

InfoFusion: A Common Information Management Platform
InfoFusion delivers a new approach to managing, analyzing and understanding unstructured
information with the ability to replace one-off information applications (and their associatedindexes, connectors, hardware, and support) with a common information management platform.
InfoFusion helps to manage storage capacity, apply retention and lifecycle controls on
terabytes of data, rationalize legacy applications and content, and provide unified access tocontent for end users. It significantly reduces the cost and complexity of individual systems
and content sources through discrete applications for data integration, content migration,
data archiving, and legacy decommissioning to help reduce the cost and complexity of
individual systems and content.

FIGURE 5.12: InfoFusion

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CHAPTER 5

e-Government Applications
The following e-government applications address business challenges with targeted public
sector solutions.

Constituent Services
Agencies use this application to streamline service delivery with a single online portal thatunifies front-end citizen requests with back-end services. The portal allows for personalized
communications and delivers automated notifications on status and performance reports
for managers. The application improves efficiency, citizen engagement, public servant
productivity, and service delivery.

Public Information Request Tracking
This application automates information request processes and eliminates multiple touchpoints, duplicated errors, and backlogs due to inaccuracies. Each request is captured,assigned an individualized tracking number, and processed using an automated workflow
application. With this application, agencies can provide access to information accurately
and efficiently to meet open government mandates.

Recieve Inquiry

Create Request& Assign Officer

Review &Approve
Response

Validate Request(s)& Calculate Fees

Deliver & Publish
Approved Response
Package

Process Fee Waiver& Expedite Request
Approvals

Generate
Invoice & Close
RequestCollect, Redact &Approve Documents

Process Appeals(if any)

FIGURE 5.13: A Complete, Flexible Roles-Based Solution for Tracking Requests

Correspondence Tracking
Correspondence tracking ensures the effective capture, response, storage, and management of paper and electronic correspondence. A pre-packaged toolkit tracks and controls
business correspondence from a variety of sources, including scanned letters, email
messages, faxes, electronic documents, and hand-written notes. Correspondence is
automatically routed to appropriate staff to meet response deadlines, while still following
compliance standards.

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E-GOVERNMENT TECHNOLOGIES

Co-ordinating
Offices Provide Input

Recieve
CreateCorrespondence
Correspondence
via Mail, Email, or Fax
Package

Review & Approve
Response(s)Validate
Correspondence

Send
Response(s)Lead Office
Prepares Response

Close-Out
Processing

FIGURE 5.14: A Flexible, Role-based Correspondence Solution

Financial and Audit ComplianceThis application was designed to meet the rigorous requirements of government
accounting systems and audits. Agencies use this application to capture, search on, andaccess all purchasing and contract documentation. The impact of audits is reduced by
the system which automatically assembles sample packages for audit, and streamlines
the process to reduce cost.

Digital Records ComplianceAgencies use this application to capture and manage agency records in digital format,
from email and documents to photos and social media. It helps to save time and money
and improves performance by organizing information and associating it with daily tasks.
Agencies can reduce the costs of e-discovery and meet records compliance mandates
and standards (MoReq 2010, DOD 5015.2) with digital records compliance.

Digital Preservation of Culture
Digital preservation ensures that existing and new digital materials of value will be preserved
and accessible for future generations. This application is comprised of a trusted repository,archiving, digital asset/media management, content lifecycle management, records management, metadata creation, and digital rights management. It can be used to manage informationaccording to regulations and facilitates collaboration between the private and public sector
through a sustained approach to archiving and managing national content.

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Human Capital Management
Agencies use this application to streamline and improve human capital processes throughservices that support recruitment, on-boarding, training, benefits, appraisals, and more—out of the box. Agencies have experienced improved Human Resources (HR) staff
productivity and performance visibility and eliminated paper-based processes using
human capital management.
Many of these e-government technologies and applications will be described in further
detail in the following chapters about e-government at the international, national, regional,
and local levels.

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C H A P T E R
E-GOVERNMENT AT THE INTERNATIONAL LEVEL

6

CHAPTER 6

CH A PTER

6

e-Government at
the International Level
Globalization has made the world a smaller place. When national governments facechallenges that exceed their capacity, they look across their national borders to embraceglobal partnerships. In this chapter, we examine the modernization of relationships between
nations and multilateral organizations, non-governmental organizations (NGOs), andmultinational corporations, with a focus on how e-government facilitates more effective,
collaborative, and efficient international relations.
Multilateralism and bilateralism have roles to play in promoting a more just and environmentally sustainable global order. Bringing together international stakeholders to develop
policies and solve multi-disciplinary issues such as globalization, sustainability, nuclear
proliferation, sanctions and trade regulations, global finance, terrorism, and human rights
requires robust, secure communications and technology infrastructure to support efficient
coordination.

FIGURE 6.1: e-Government Framework

94E-GOVERNMENT AT THE INTERNATIONAL LEVEL

Examples of multinational organizations include the United Nations (UN), the World Trade
Organization (WTO), the Group of Eight (G8), the Group of 20 (G20), the Organizationof American States (OAS), the World Health Organization (WHO), and the Association ofSoutheast Asian Nations (ASEAN), as well as UN-related bodies like UNHCR. Additional
examples include, the Commonwealth, the Organisation internationale de la Francophonie (OIF)(known more commonly as La Francophonie), the International Monetary Fund (IMF), andthe Organisation for Economic Co-operation and Development (OECD). Multilateralism
also describes joint military alliances, such as NATO.

FIGURE 6.2: ASEAN Online

The government mandate for foreign affairs works to ensure that foreign policy advances
national interests, enhances security, increases opportunity, and expands market accessat bilateral, regional, and global levels. This depends on understanding, trust, and effective
collaboration amongst a range of partners, both inside and outside of government.
Communication and negotiation between representatives of states requires access totechnologies that enable greater collaboration, interaction, and dialogue, with global levelsof security.
From discussions on human rights to forums devoted to strong, sustainable, and balanced
global growth, e-government delivers a global forum for open constructive dialogue andanalysis. It enables rapid sharing of the latest research, statistics, and opinions for evidencebased decision making. It creates a secure and persistent presence for international
events before, during, and after they have occurred to preserve intellectual capital,
capture innovation and preserve best practices. And finally, it documents decisions andresponsibilities.

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Successful multilateral and bilateral ventures require new models of partnership between
governments and nonprofit sectors, government and the for-profit sector, and othernetworked organizational forms. As a collaborative platform, e-government supports thegrowing role of private sector organizations in international affairs (which is discussed
further in Chapter 10) and reinforces the rise of NGOs as central players in international
development.

New Models of Engagement
Based on a need to collaborate across borders, NGOs have traditionally embraced
innovative models of engagement. The anti-landmine movement that resulted in thesigning of the Treaty to Ban Landmines and won the Nobel Peace Prize in 1997 was driven
by the effective use of email. Other activists and lobby groups have been effective at
the use of technology to organize efforts, usually much faster than governments.
e-Government flattens traditional geographical boundaries to tap into the power of
networks, spanning the boundaries of government, citizens, and the private sector to
engage globally for collaboration, transparency, and participation. In our networked
world, the pace of change, the threat of risk, and the freedom of opportunity makes
collaboration essential for success.
The emergence of a generation of digital natives (people who have grown up using
digital technology) has made connectedness a fact of life. Citizens readily adopt newtechnologies to interact in new and more meaningful ways. Governments must follow
suit. e-Government solutions pave the way to digitally-enabled collaboration and innovation.
Adopting mobile, cloud, and social technologies will produce tangible benefits, helping
governments, NGOs, and foundations to become more efficient, cost-effective, and agile.
In these times of economic crisis and globalization, it is imperative that nations work together.
Managing relations between governments, NGOs, the private sector, and citizens is anecessity as countries become more decentralized. As illustrated in the following story,organizations like the LEND Network are using e-government solutions to transformgovernment partnerships from a bricks-and-mortar model to virtual institutions to
implement change in a matter of days, as opposed to years.

NGO Engagement
NGOs are complex in nature. They are based on a system that is a mix of collaborativeand diverse groups that operate at many levels—from small, local operations to global
multinational organizations. NGOs partner with governments, multilateral agencies,
and the private sector, putting them in a unique position to help develop, influence, andimplement international agendas based on interactions with various stakeholder groups.

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The LEND Network

FIGURE 6.3: The LEND Network

The LEND Network
employs the latest
communications
technology, includingtablet computers andvideo conferencing,to create an online
forum where leaders
can securely exchange
information.

The LEND (Leaders Engaged in New Democracies) Network is a groundbreaking new effort
to support leaders in emerging democracies. It is a secure, self-perpetuating communitythat operates in a largely virtual setting. The LEND Network brings together key leadersfrom the world’s newest democracies with former presidents, prime ministers, and others
responsible for past transitions to democracy. It augments face-to-face meetings withongoing peer-to-peer exchanges via a sophisticated, secure, virtual e-government platform.
The LEND Network fills a crucial need. It facilitates real-time information sharing amongst
leaders in new democracies and those who have successfully navigated the challenges of
democratization. The LEND Network employs the latest communications technology, includingtablet computers and video conferencing, to create an online forum where leaders can securely
exchange information. The project is designed to provide peer advice, peer support, and capacity
building to political leaders and policy makers in key emerging democracies around the world.
By leveraging online voice, video, and text communication along with groundbreaking
translation tools, the LEND Network addresses costly and logistical barriers that have limited
such efforts in the past. It is accessible via mobile devices and hosted in the cloud. Approximately
20 countries are participating in the LEND Network with the goal of exchanging best practices
and experience acquired during past transitions to democracy with senior officials working toconsolidate democratic gains in today’s newest democracies. The project received technology
resources from companies including Google, OpenText, and DialCom-Spontania; funding from
Sweden and the United States; and backing from many leading civil society organizations.

www.opentext.com/e-Government/LEND

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For the most part, NGOs deliver bottom-up engagement projects that are typically cofinanced by foundations, networks, or implemented by NGOs themselves. They aim tomobilize and gain support or deliver campaigns at the grass-roots level—often based onsocial media tools like networking and blogs that help to promote participatory government.
Traditionally, NGOs have focused on infrastructure projects (wells, bridges, habitat, etc.),
but today they are looking more to education and technologies as long term enablers ina shift that puts NGOs ahead of governments in adoption. This is because they havecritical links to all stakeholders, from local citizens and communities to governments
and authorities who provide frameworks for policy development.
NGOs in the digital age have become more connected, integrated and skilled at runningthemselves as businesses, based on effective human capital management, strategic planning, performance management, social fundraising, and advocacy—all of which can be
managed with e-government technologies.
e-Government solutions help NGOs to engage more effectively and securely, reducing
the risks of corruption and mismanagement of funds and giving them the capacity to:Automate processes to maximize efficiency and minimize the risk of corruption
Remove intermediaries that incur costs and follow their own agendaImprove collaboration and cooperation; reduce the red tape in public bureaucracies
Increase transparency, accountability, and auditability through public transactions
Preserve knowledge and enhance knowledge transfer through the exchange of bestpractices and secure repositories

A Global Footprint

FIGURE 6.4: e-Government Extends Multilateral Reach

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E-GOVERNMENT AT THE INTERNATIONAL LEVEL

e-Government helps to build a technically-oriented and governance-focused landscapefor NGOs. It brings various stakeholders together to collaborate in real time, regardlessof their location, time zone, or device. It builds knowledge capacity and advances aid
development. Research programs are more readily established, grown, and globalized
to deliver aid expediently and effectively.
Operating on an e-government unified platform, various stakeholder groups involved ininternational aid can be made more effective, accountable, and transparent. e-Governmenttransforms the role of the NGO in promoting international aid, development, and democracy
through increased stakeholder engagement and reducing the potential for corruption ininternational development programs.

Facilitating International Development
e-Government is a powerful tool to help developing economies realize the benefits ofan emerging global information society. Sharing experiences and best practices for
implementation, understanding why projects fail and why they succeed, and adapting
solutions to the social and economic context of a nation will expedite the adoption of
e-government in developing countries around the world.
As in the CARE Canada example below, e-government is revolutionizing the way governments interact with all their stakeholders. From the rural farmlands of India to villages inAfrica, e-government is improving the quality of life for citizens in developing countries by
increasing access to information that is useful in their daily lives, providing government
services, establishing policies for development and aid, and offering new opportunities toparticipate in the political process.
e-Government gives governments the ability to forge new relationships among agencies,
NGOs, and the private sector—which serves to make services and programs more accessible.
Projects are easier to scale and collaboration amongst key stakeholders helps policymakers
develop meaningful reforms based on knowledge of commerce, technology, and management.
An e-government solution can help provide citizens in developing countries with access to:Programs and services through a government portal
More participatory government through mobile-enabled social media
Accurate and secure government-based information
A digital platform for both citizens and public servants

All of these services can be provided in the cloud, saving governments millions in infrastructure
costs. Although outsourcing to the cloud does raise data sovereignty issues, especially inlight of the USA PATRIOT Act which potentially grants government access to data as soon
as an organization interacts with a company in the U.S., the benefits outweigh the risk if thecloud vendor is based in a neutral country.

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Care Canada
Many of CARE’scontributors are nothighly technical, so thesolution has to be user
friendly, interactive,and easily accessible.

FIGURE 6.5: CARE’s I Am Powerful Campaign

CARE Canada is a non-profit and non-religious charitable organization. As a member of oneof the world’s largest independent relief and development federations, CARE International,
CARE Canada’s mission is to improve the provision of security and well being for the poor indeveloping regions and war-torn societies. For over half a century, CARE has been bringing
emergency relief to those in need around the world.
CARE’s community-based programs place a special focus on working with women because
they are disproportionately affected by poverty and are crucial to fighting it. Based on this,CARE Canada has successfully initiated the I Am Powerful campaign to promote the empowerment of women internationally. Having trusted digital technology as the foundation for theirintranet, CARE Canada revisited the solution, which they named Minerva, as their main toolfor information storage, knowledge sharing, and distribution to help support the campaign.
Comprised of women responsible for spreading the I Am Powerful message within theirown circles of the organization, users champion the repository. The reference group works indifferent departments, such as overseas programming or with emergencies or finance, innumerous sectors. Many of CARE’s contributors are not highly technical, so the solution
has to be user friendly, interactive, and easily accessible. The system contains documents for
distribution, information for their personal use, and in-depth knowledge that is restricted
to their view only. Minerva has proven to be a secure repository that encourages knowledge
sharing and informational consistency within the reference group and throughout the CARE
organization.

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Many developing countries do not have the infrastructure necessary to deploy e-government solutions and services. These governments need to build out their Information andCommunication Technology (ICT) infrastructure to solve issues around connectivity,
privacy, accessibility, and security. Moving to a private cloud, as discussed in Chapter 14,
helps make programs and services available in developing countries, without requiring
investment in technology or resources. Service delivery is more affordable, time-to-value isrealized quickly as solutions can be up and running quickly, and support for a system canbe outsourced to further reduce costs.

International Standards and Regulations
NGOs and government agencies work together to develop global regulations, policies,
and standards. International standards and regulations ensure that products and services
are safe, reliable, and of good quality. For business, they serve as strategic tools to reduce
costs by minimizing waste or error and increasing overall productivity. Standards andregulations help organizations access new markets, level the playing field for developing
countries, and facilitate free and fair global trade.
As illustrated in the feature below about ISO, standards are developed through a consensus
process. Experts from all over the world develop the standards that are required by theirsector. They collaborate to share international experience and knowledge. e-Government
solutions facilitate the secure exchange of knowledge, collaboration around this information, and the communication channels required to set standards and regulations acrossthe globe.

Global Banking Regulations
Financial markets are globally integrated. The banking industry is connected and relies onnational and global economies. For this reason, it is important for regulatory agencies tomaintain control over the standardized practices of these institutions. The International
Monetary Fund (IMF) is a multilateral organization that oversees the global financial system
and monitors the economic and financial policies of its 188 member countries. Like the IMF,
the World Bank is an international financial organization that provides loans to developing
countries to promote foreign investment and international trade, and to help reduce poverty.
The consistent implementation of regulations results in a more effective global financial
system. One of the challenges the global system faces is that while rules are establishedinternationally, domestic regulators are responsible for enforcing them. As changes rapidly
take place, the pace of domestic implementation is often not consistent at a global level.

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International Organization forStandardization Central Secretariat
ISO has greatly reduced
the time required to
publish international
standards, and can
now manage all official
documents and reports
electronically.

FIGURE 6.6: ISO Web StoreThe International Organization for Standardization Central Secretariat (ISO) is a worldwide
federation of national standards bodies from 156 countries. Complying with ISO standards,
such as ISO 9000 for quality management, is a must for any organization before it can compete
in the modern global economy. Companies in every kind of business imaginable—from chemical
to information technology—are required to comply with particular ISO standards as aprerequisite to doing business. Maintaining and publishing content on more than 15,000 ISO
standards is no simple task. The very success of the ISO program depends on making surethat the most up-to-date, valid standards are made easily available to the countless numberof worldwide users.
The ISO's Central Secretariat uses Enterprise Content Management (ECM) to effectively
manage the entire standardization process—from development to distribution. ECM provides
a long-term foundation for capturing knowledge and is web-based, so it can ease the processof distributing information over the ISO extranet. This means customers have instant accessto information directly from their web browser, and they also have print-on-demand capability,
which reduces operational costs. ISO uses ECM to manage content for its bilingual web site—www.iso.org—and also to manage content for its web store.
ISO has greatly reduced the time required to publish international standards, and can now
manage all official documents and reports electronically. It is one of the largest virtualorganizations in the world.
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The recent global financial crisis wreaked havoc in the global financial system as banks
became insolvent or received taxpayer-funded bailouts. The crisis resulted in significant
regulatory changes made to the global banking sector to prevent a similar crisis fromhappening again. These changes demonstrate how interconnected the world is today, andthe domino effect created when one system crashes and the others follow suit. This kindof interdependency requires extensive consultation, collaboration, and communications
between governments, institutions, and organizations.
The following feature about the Office of the Superintendent of Financial Institutions
illustrates how e-government solutions bring together key participants—from policymakers
to regulatory officials—to expedite the decision-making process. Critical information isstored, shared, managed, and archived securely in an e-government system.

Private Sector and NGO Engagement
Global collaboration fosters a global perspective. A global perspective is needed to address
many of the global crises we face today, such as the one billion children currently living in
extreme poverty.1 NGOs are particularly effective in this arena as they exert international
influence and local presence. Government partnerships with NGOs and organizations in
the private sector can help agencies around the world meet their mandates of increasing
efficiency, expanding capacity, and improving the quality of life for all citizens.
Business
Gains

New
Engagement
ModelsCorporate
Responsibility

Efficiency and
Performance

Brand
Building

Engagement

Philanthropy

Awarenessand Education

Influence

Sustainability

Societal
Gains

FIGURE 6:7: Outcomes of NGO and Private Sector Relationships

Anup Shah, “Poverty Facts and Stats”, Global Issues, January 7, 2013, http://www.globalissues.org/article/26/
poverty-facts-and-stats (accessed February 2014).
1

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Office of the Superintendentof Financial Institutions
OSFI’s case management
system makes it easy...
to find and share caseinformation, ensuring
everyone is spending
more time focusing on
higher-value areas that
require their expertiseand judgment.

FIGURE 6.8: OFSI Website

The Office of the Superintendent of Financial Institutions (OSFI), the regulator of federally
registered financial institutions operating in Canada, needed to implement a system tostreamline, standardize, and re-design internal processes and improve the management of
information across the organization in response to government legislation, which specifies thatcertain types of cases are automatically “deemed approved” if OSFI does not render a decision
within 30 days.
OSFI deployed ECM technology to create a central repository for managing unstructured
content, as well as process workflows and collaborative workspaces. OSFI’s case management
system makes it easy for case officers and other expert reviewers to find and share caseinformation, ensuring everyone is spending more time focusing on higher-value areas that
require their expertise and judgment. In addition, OSFI’s Business Systems Integration Initiative(BSII) provides a level of automation, so that OSFI employees can quickly and efficiently manage
regulatory processes, improve risk management supervision, and speed responses to key
stakeholders.

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Partnerships between NGOs and the public and private sectors enable national policies
to be expanded to the international level. From a governance perspective, an increasing
number of NGOs are participating in multi-stakeholder initiatives and learning how tomanage relations with all stakeholders—from government to private sector organizations.
e-Government serves to expedite these relationships through facilitating systematic dialogue,
shared programs, certification, consultation, and research cooperation.
Organizations in the private sector are attracted to these kinds of relationships basedon opportunities to extend their reach globally and to fulfill the requirements of corporate
responsibility. The benefits of this kind of relationship include brand or reputation enhancement, sustainability, and a rise in awareness of social, economic, and environmental issues.
An NGO and private sector partnership carries long-term outcomes above and beyond
philanthropy. Potential outcomes of NGO and private sector engagement include theestablishment of standards and guidelines, increased efficiencies through improved supply
chain operations, greater employee satisfaction, the development of more effective businessmodels and management tools, enhanced stakeholder engagement and support, and higher
quality products and services based on shared innovation. These can result in greater
economic, environmental and societal gains on the whole. e-Government provides thetechnology infrastructure needed to support new business models and foster collaborationand innovation to serve new markets and support communities locally through economic
development and self sufficiency.
As illustrated in the stories below about the Vancouver Olympics and the RBS 6 Nations
Championship, e-government facilitates organizers of international events, bringing together
international sports federations (IFs), National Olympic Committees (NOCs), and organizing
committees for each specific Olympic Games, corporations, citizens, and athletes.
e-Government delivers increased capacity and multilateral reach to national governments.
From the Olympics to multilateral organizations and bilateral meetings, e-government helps
nations cross geographic boundaries to sustain political engagement and establish working
relationships based on trade, investment, and innovation. This is demonstrated in the current
collaborative Canada-Mexico Partnership (CMP), which aims to promote collaboration not
only between nations but between the public and private sectors as well, which is discussed
further in Chapter 10.

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Vancouver Olympics:
2010 Winter GamesThe system wasfully bilingual, allowing
people to work in either
English or French.

FIGURE 6:9: Increasing Information Access at the Vancouver Olympic GamesTo prepare for the Vancouver 2010 Olympic and Paralympic Winter Games, the Departmentof Canadian Heritage turned to an e-government solution to ensure safe, secure, andeasily accessible records, documents, and collaboration. With numerous departments, andcommittees heavily involved (including the Vancouver Organizing Committee for the 2010
Olympic and Paralympic Winter Games [VANOC], the government of British Columbia,
the City of Vancouver, and the resort municipality of Whistler), it was imperative that thelatest documents were easily accessible, collaboration was safe and secure, and records ofall the processes and documents were kept to ensure order and to share lessons learned
and best practices with the team the next time the country hosts the Games.
The Government of Canada created a shared system initiative based on document management,
records management, imaging, workflow, reporting, and e-mail integration products. Mobility
was also important for the project to enable access to documents via the web.
The system was fully bilingual, allowing people to work in either English or French. A Francophone
employee would be presented with a French environment and an Anglophone presented withan English environment. Employees could submit documentation or search in either language.
Another advantage was that the system created a framework for how to manage information,
whether it be email, paper, or electronic documents. One of the greatest benefits, however, wasthe assurance that content was secure.

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Partnering to Preserve Culture and Heritage
NGOs, experts, centers of excellence, and research institutes play vital roles in safeguarding
a nation’s cultural heritage. At the national level, governments are working with NGOs topromote, identify, and preserve cultural heritage due to the social responsiveness, social
focus, and cultural sensitivity NGOs have for the communities they serve.
It is true that governments are the stewards for digital preservation—integrating knowledge
and creative materials into education, unleashing creativity in culture, providing an authoritative source for public policy development, and encouraging engagement around the world.
However, the collaboration between NGOs and private and public sector organizations
offers a unique approach to managing and promoting national content. And often one thatis repeatable and marketable.
e-Government solutions that help to preserve national culture and heritage are made oftechnologies that interoperate and include a trusted repository, digital asset or media
management, content lifecycle management, records management, web content management, metadata creation, and digital rights management.
By its definition, sustained digital preservation requires that preservation-related activities
are technically, financially, organizationally, and culturally sound. The approach is rooted
in collaboration between government, NGO, and private sector organizations and in the
rapidly evolving international standards for managing authentic digital records and media
in a modern administrative environment, as illustrated in the feature below.
e-Government facilitates a sustained approach to the preservation of culture to bridge
generational and geographical divides. It enables citizens to be engaged and informedon national and international issues. It is also a means of sharing knowledge with the world
and of providing access to resources in developing countries. Such knowledge resourcesmust respect an honored tradition and continue as open, free public goods. This open
government approach is explored in Chapter 12.

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RBS 6 Nations Championship
Mobile access solves
a growing need inviewership experience,as last year over
51 percent of allsite visits camefrom a mobile ortablet device.
FIGURE 6:10: RBS 6 Nations Rugby—Optimizing User Experience

The RBS 6 Nations Championship is the world’s foremost annual international rugby event.
Rugby teams from England, France, Ireland, Italy, Scotland, and Wales compete each year
in a series of fiercely-contested matches. Each game is followed by tens of millions of rugby
fans all over the world via television, radio, mobile devices, and the web.
The existing RBS 6 Nations Championship website was unable to meet the demands of its
always-connected, international, mobile viewers. With so many international supporters
visiting the site, there was also a need to extend its multilingual capabilities and provide
information to the media in their local languages. The tournament organizers, Six Nations
Rugby Ltd. decided to redesign the site.
The new site went live on a new digital platform in time for the RBS 6 Nations to kick off the2014 Championship. The new platform, available in English, French and Italian, includes
dynamic web and mobile sites, a Virtual Press Office, a Digital Media Guide, and a Judiciary
Platform. The innovative platform uses the latest technology to ensure the ultimate user
experience for those following the action. The site follows on-field action with live matchcoverage of all the games, in-game statistics, live images and commentary. It offers a wealthof historical statistics from the competition, as well as embedded YouTube video highlightsfrom present and past fixtures. Complementing the website is the mobile friendly platform
accessible from any smartphone or tablet. The content during matches focuses on the live
action, defaulting the fans' view to the match center for instant updates on all the fixtures.
Mobile access solves a growing need in viewership experience, as last year over 51 percent
of all site visits came from a mobile or tablet device.

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E-GOVERNMENT AT THE NATIONAL LEVEL

7

CHAPTER 7

CH A PTER

7

e-Government
at the National Level
Although structure varies from country to country, federal governments perform essentiallythe same functions. They lead at the national level and are authorized to legislate across acountry. National governments share common challenges based on their historically complex
structures. This chapter examines how federal governments are using e-government toovercome these challenges—and improve operations through new patterns of decentralization and specialization, embedded in multi-faceted information systems and sharedservices between agencies.

FIGURE 7.1: e-Government Framework

As discussed in Chapter 2, the federal system of government divides legislative powers between a central government and the governments of the provinces or states. Creating afederal system of government requires working across many different layers, making for avery large and intricate system. Each province or state determines its own policies aroundcitizen programs and benefits, which adds to an already fragmented system of government.

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Canada, for example, is a highly decentralized federation. Power is diffused across thecountry with the provinces controlling primary areas of public policy. Under Canada’s
Constitution, the federal government’s responsibilities cannot be altered by another levelof government. This is also the case for provincial governments, which are recognized as
autonomous entities under the Canadian Constitution. The federal and provincial governments represent political power within their respective jurisdictions. In Canada, municipal
and regional governments are created and empowered by the provinces.
The roles of regional and federal governments represent an ongoing debate between
centralists and decentralists. At one extreme, centralists advocate the federal government
as a centralized, unified, and efficient governing force. Less power is relegated to the statesin areas of policy creation and control. Decentralists, on the other hand, support authorityand policy development at local levels of government with limited authority at the federal
level. This approach is based on the belief that provincial and territorial governments are
better positioned to promote local interests. e-Government has the potential to bridge levelsof government, taking a citizen’s perspective on access to services and making the differing
jurisdictions transparent and seamless.

Accelerating Transformation
e-Government accelerates transformation by connecting vertical and horizontal levels ofgovernment with a focus on delivering services according to citizen need. The approach is
citizen-centric rather than program-centric, and e-government is the enabler by providing
new models of collaboration and a platform that works across functional boundaries todeliver e-services. As outlined in Chapter 1, the mission to protect citizens is a top priority
for federal governments. In today’s information-based society, security and protection are
essential. For e-governance to be effective, national governments must focus on making
their networks and services safe. e-Government delivers component technologies that
support secure, transparent, and user-based identity management to help build trust indigitized services. This entails that governments educate citizens about the threats ofcyber attacks and identity theft, and offer measures of prevention and protection.
Other safety measures managed at the federal level include the development of standards
around digital governance and compliance with emerging regulations. Standardizationand the application of open source software promote competence and use of information
management technologies. The “Digital Agenda for Europe” identifies improving standards
and interoperability as keys to future success in governance.

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FIGURE 7.2: Digital Agenda for Europe

On the citizen side, secure e-government promotes deeper citizen engagement. Opening
up government information to citizens and involving them in the decision-making processincreases civic participation in policy and program development. Many governments aroundthe world are using technology to unlock the power of data to improve transparency andefficiency through the co-creation of products and services. Open government and open data
are discussed in greater detail in Chapter 12.
e-Government makes government leaders accessible through multiple channels ofcommunication. In some elections in the U.S., town halls or debates have been hosted as live
feeds. In a more specific example (see above illustration), the National Pipeline Mapping System
makes information about pipeline safety available online to U.S. citizens. Any member of the
public can view maps of pipelines accurate to about 150 meters across the country. Citizens
can search by operator, pipeline, name, or even the status of the pipeline. Pipeline data about
incidents is available and much of it can be downloaded. A homeowner can find information
about any company, including how many barrels of oil were spilled in a year, associated property
damage costs, and even details about company inspections.
Digital solutions generate growth in a digital economy. A crucial element for successful
innovation-led development is quick and easy access to expertise and resources.
e-Government facilitates the creation of communities of practice, bringing together entrepreneurs, subject matter experts (SMEs), researchers, and academics for efforts in researchand development and the commercialization of products. Intellectual property rights for thedevelopment of technologies and services must be enforceable in the digital age. To prevent
copyright infringements, federal governments need effective tools and processes for
digitization and distribution.
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E-GOVERNMENT AT THE NATIONAL LEVELFIGURE 7.3: National Pipeline Mapping System1

Governments must adapt to the new digital world and manage information and technology
appropriately. For e-government to be successful, certain conditions need to be in place.
Digital infrastructure and networks must be expanded, and investments in research anddevelopment increased. To provide the necessary infrastructure, requirements for security,
reliability, standardization, and interoperability should be established and implemented. The roleof the Internet and other channels in regulatory and policy development should be determined.
The gap between governments and tech savvy citizens is widening, manifested in an
unwillingness or inability to adopt new digital tools, processes, and approaches. Governments
are realizing the key role that technology plays in modernizing services, and many countries
have articulated e-government agendas such as the “Digital Agenda for Europe”, the U.S.
Government’s “Building a 21st Century Platform to Better Serve the American People”, andCanada’s “Digital Economy Strategy”. What follows is an overview of some international efforts
toward implementing effective e-government, illustrated through example deployments inselect countries around the world.

e-Government in Canada
In Canada, the federal cabinet determines priorities, sets tax levels and spending, andmanages the administration of government departments. The prime minister appoints
cabinet members, exerting influence on key priorities and policies to focus on. The federal levelof government in Canada is made up of departments or ministries, along with over 130 agencies
and crown corporations and the courts.
1“National Pipeline Mapping System”, https://www.npms.phmsa.dot.gov/PublicViewer/ (accessed February 2014).

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Historically, e-government was established in Canada through the Government On-Line(GOL) initiative in 2006 to help connect the country to its citizens. The initiative accelerated
the design and online delivery of 130 of the most commonly used government services.
The objective was to focus on the Internet as a key channel for providing information andservices to stakeholders, sharing experiences and best practices, and working towardbuilding a secure electronic infrastructure that could be expanded to support sophisticatedonline transactions in the future.
The principles that guided the effort focused less on the organization and structure ofgovernment and more on citizen needs. Building partnerships among departments andagencies or with levels of governments to streamline service delivery was also an objective.

FIGURE 7.4: Public Submissions to the Digital Economy Strategy in Canada

To maintain the citizen-centric approach outlined in the GOL initiative and build confidence
in online service delivery, the government reached out to the public to share their ideas andfeedback for digitizing service delivery. The government is currently reviewing submissions,
ideas, comments, and tweets—all of which have been collected and are accessible online.
Once it has reviewed input, as well as the results of meetings with industry and federal,provincial, and territorial representatives, the Canadian government will develop an action
plan for regaining Canada's leadership in the digital economy.

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While Canada is recognized as a digital innovator, performance has slipped in some key
dimensions. The Auditor General recently assessed that little has been added online
since 2006. Growth rates have declined in the Canadian Information and Communications
Technology (ICT) sector in the face of increasing international competition and Canada
has fallen behind other countries in the adoption and use of digital technologies. In 2005,
Canada ranked first among 190 countries in online service delivery, today it ranks eleventh.
To prosper in the global digital economy, Canada is looking to build on its many strengths toseize new opportunities and regain its digital leadership.
Developing and implementing a digital strategy requires the active engagement of all
stakeholders, including ICT vendors, consumers, researchers, educators, and users. It will also
require cooperation across all levels of government. A stale approach, rooted in hierarchicalbureaucracies, can impede the cooperation required to modernize government processes
and services. As illustrated in the story below about Transport Canada, e-governmenttransformation results in significant cost savings and efficiency gains.

e-Government in the United States
A main function of any federal government is to create and enforce laws to ensure orderand stability within society.

FIGURE 7.5: The White House – Building a 21st Centur y Digital Government

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Transport Canada
Overall, Transport
Canada has tripledproductivity savings
up to $4.6 million ...
As a result, the system
paid for itself in just
1.17 years.

FIGURE 7.6: Transport Canada Website

Transport Canada’s mission is to serve the public interest through the promotion of a safe,
secure, efficient, and environmentally responsible transportation system in Canada. Thisrequires effective information management to facilitate timely and informed decision-making
among an extensive list of portfolio partners that include 15 Crown corporations, 17 port
authorities, and 21 airport authorities, as well as other shared governance organizations.
Concerned about the dissemination of information through electronic means, privacy
assurances, corporate memory loss due to employee turnover, and the need for real-timeaccess to information to satisfy requests and litigation concerns, the Government of Canada(GC) championed an e-government solution based on records, documents, and information
management. Transport Canada was the first Canadian government department to complete
an e-government deployment, with more than four million records in a single library and 5,200
users to date at more than 117 sites—the largest single library deployment in the CanadianPublic Sector.
Working as an integrated set of tools that facilitates the full use of electronic documentation—from capture and storage to organization, retrieval, sharing, reuse, protection, and disposal of
information—the solution has become a mission-critical application for Transport Canada’s
managers and staff. It has helped the organization ensure the accuracy of its corporate records;
unite a geographically dispersed and mobile workforce; meet legal obligations, including
e-discovery requirements; improve productivity; and align information management with the
GOL initiative. Using the system, Transport Canada has tripled productivity savings up to$4.6 million and expects further growth, staying on target to meet its annual cost avoidancesavings estimate. As a result, the system paid for itself in just 1.17 years.

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E-GOVERNMENT AT THE NATIONAL LEVELThe Executive Office of the President (EOP) of the United States supports the government, and is staffed by the president’s advisors. Current statistics support an EOP staff
of close to 2,000 people. Similar in basic structure to the Canadian Government, the U.S.
federal government is run by a cabinet that serves as an advisory board to the president,
made up of 15 department heads.
On May 23, 2012, President Obama issued a directive called “Building a 21st Century
Digital Government.” The Administration launched a comprehensive digital government
strategy aimed at delivering better services to the American people. The strategy builds
on several initiatives, including Executive Order 13571, Streamlining Service Delivery
and Improving Customer Service, and Executive Order 13576, Delivering an Efficient,
Effective, and Accountable Government.
All U.S. Government departments and agencies are tasked to help build a 21st century
digital government. Many departments and agencies, such as the organization in the
Department of Defense (DoD) featured below, have produced their own digital agendas
and are following these to improve their mission performance.

e-Government in Europe
European government administrations are being challenged to improve the efficiency,
productivity, and quality of their services. They share the challenges experienced ingovernments around the world—struggling to deliver programs and services with reduced
budgetary resources.

FIGURE 7.7: European Commission Website

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An Enterprise in the
Department of Defence (DoD)
For a decade now, the Organization has been relying on an e-government
process automation solution to improve its performance and effectively
fulfill its mission.
This U.S. Federal Agency is the Premier Security Assistance Enterprise in the Departmentof Defense (DoD). The mission of this Agency is to implement approved U.S. Army security
assistance programs, including Foreign Military Sales (FMS) of defense articles and services
to eligible foreign governments.
This Organization manages approximately 4,000 FMS cases valued at $49 billion, as well as
co-production of Army materials. In addition, it is responsible for Army security assistanceinformation management and financial policy, and provides logistics guidance to the Armysecurity assistance community. Today, the Organization is increasingly responding to support
the U.S. government in emergency assistance, humanitarian relief, and Operations Other
Than War, including United Nations peacekeeping operations. The Organization’s motto is“Strength in Cooperation.”
An e-government process automation solution is being utilized to manage processes forforeign military sales. This involves the collaboration between the various support structures/commands within the Organization, as well as contractual control process with foreign militaries.
For a decade now, it has been relying on an e-government process automation solution to
improve its performance and effectively fulfill on its mission.

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e-Government helps public administrators face numerous challenges. To be effective, it
must be implemented in coordination with organizational changes and new skills to improve
public services and enhance democratic processes. In practice, this means not only providing
citizens with simplified official procedures and a citizen-friendly administration, but also
facilitating engagement between private enterprise and public administration, as well as
between administrations.
e-Government holds the key to modernizing public administration and encouraging stronger
economic growth. European countries have realized this, and the European Commission is
actively supporting e-government at both national and supranational levels. The Vice-President
for Administrative Affairs is responsible for e-government implementations activities that
follow the e-Commission strategy. e-Government initiatives include Access-eGov, EGovMoNet,
and SemanticGov. The following feature about the European Court of Human Rights
demonstrates how e-government helps consolidate information to ensure its accuracy
and integration with key processes, reducing administrative burden and improving performance. As a result, agencies are better equipped to deliver on their mission to protect citizens.

e-Government in the United Kingdom
The United Kingdom (U.K.) "Government Digital Strategy" describes approaches to redesigning
digital services to make them straightforward and convenient to use. It has been developed
collaboratively across government as part of the Civil Service Reform Plan, followed bydepartmental digital strategies, which was published in December 2012.

FIGURE 7.8: GOV.UK

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EUROPEAN COURT OF HUMAN RIGHTS

COUR EUROPÉENNE DES DROITS DE L HOMME

European Court of Human Rights
The workflow solution
helps manage the approval
process for committee
and chamber cases andprovides the Court with amechanism that radicallystreamlines its casemanagement processes,
further enhancing the
productivity of thelegal divisions.
FIGURE 7.9: Streamlining Process at ECHR

The European Court of Human Rights (ECHR) is part of the Council of Europe, an international
intergovernmental organization that was established in 1949 to promote political democracy
and human rights, social progress, and European cultural identity continent-wide. Currently,
the Council is made up of 47 member states that have all signed up to the system of humanrights protection under the European Convention on Human Rights.
Over the last few years the Court’s caseload has exploded, with the number of applications
to the Court growing from 14,000 in 1997 to over 50,000 in 2009. Recognizing that it wastime to streamline its internal approval processes in order to cope with the exploding caseload,
the Court’s IT department developed an in-house automated workflow solution. The workflow solution helps manage the approval process for committee and chamber cases andprovides the Court with a mechanism that radically streamlines its case management processes,
further enhancing the productivity of the legal divisions.
The system saves time, is easy to use, has led to less work for the legal assistants improving
efficiencies, and is more streamlined than sending the committee notes by paper. Divisionassistants highlight the fact that the workflow solution automatically tracks the route of theworkflow and that the dynamic reports make it easy for the divisions and sections to find out
what stage a workflow is at. With the workflow solution for committee notes successfully
underway, the Court now plans to begin piloting its workflow for chamber notes.

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E-GOVERNMENT AT THE NATIONAL LEVEL

Despite the fact that 82 percent of the British population is online, people rarely accessgovernment services using the Internet. In response to this, the U.K. government is improving the way it provides information by consolidating programs and services on a single
website, GOV.UK. Realizing that transactional services provide the biggest opportunity tosave civilian time and government spending, the U.K. government provides more than 650
transactional services on this website.
The publishing activities of all 24 central government departments moved to GOV.UK in
March 2013. The government has worked to raise awareness of their digital services somore people know about and use them. As an ongoing strategy, each department publishes
its own departmental digital strategy with an action plan as a framework for continuing
improvements in services. For continual review and refinement, the Cabinet Office operates
an annual review process to track progress against action in this strategy.

e-Government in Germany
The German Federal parliament passed the e-Government Act in 2005 to promote more
simplified, user-friendly, and efficient service delivery. Called BundOnline 2005, as the largest
e-government program in Europe at the time, it was designed to ensure that each administration make 440 public services available online throughout the country. BundOnline
applied central coordination with local responsibility for implementing public services.
This meant that services were devised, implemented, and enhanced by ministries andtheir subordinate authorities, while responsibility for overall coordination belonged to theFederal Ministry of the Interior (FMI).
The digital government strategy was later defined in the e-Government 2.0 program aspart of the more general strategic approach set out in the document Focused on the
Future: Innovations for Administration concerning the overall modernization of the Public
Administration. It included projects like electronic identity cards and digital signatures,a De-Mail system to facilitate the secure exchange of electronic documents among all
stakeholders, and public services number (D115) as a direct line to public administration
to obtain information about public services.
The German Federal Ministry of Economics and Technology has released an action plan for
e-government called the ICT Strategy of the German Federal Government: Digital Germany 2015.
It sets out the ICT policy framework for ministries to plan and implement the necessary
measures for establishing digital strategies up to 2015. In parallel to modernization efforts
focusing on the federal public administration, the plan outlines the priorities, tasks, andprojects required to create a fully integrated e-government landscape in Germany throughout
the federal government, federal-state governments, and municipal administrations. As
illustrated in the following feature, Germany has standardized on an e-government platform
to manage and consolidate its information.

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DOMEA

®

DOMEA helps
government organizations
reduce the costs, risks, andcomplexity of document,
records, and content
management.

FIGURE 7.10: DOMEAThe “Document Management and Electronic Archiving in Electronic Courses of Business”(DOMEA) concept introduced mandates for creating paperless offices in German government
administrations. DOMEA® is the first product offering certified by the KBSt (Koordinierungsund Beratungsstelle der Bundesregierung für Informationstechnik in der Bundesverwaltung),or the Coordination and Advisory Agency of the Federal Government for Information
Technology, to meet their requirements for document management and departmental
coordination. In compliance with the Document Management and Archiving regulations
issued by the KBSt in Germany, many e-government organizations rely on the innovative
workflow-based document management capabilities provided by the DOMEA solution.
IT departments in the public sector were feeling pressured to make the most of their existingprocesses and file sharing systems. At the same time, they were required to eliminate paperbased systems, streamline business processes, and mitigate risk and cost containment.
Serving more than 60,000 seats sold in the German e-government sector and nine out of 18
supreme German Federal Ministries, DOMEA supports the business of government and thetransformational initiatives that the public sector is tasked with addressing.
DOMEA solutions are focused on information storage and exchange. Specifically, DOMEA helps
government organizations improve internal processes and work with electronic documents
rather than paper; promote information sharing and collaboration in and between government
departments; ensure that administrative procedures are continuous, traceable, and revisable;
reduce the costs, risks, and complexity of document, records, and content management; andimprove agency and employee efficiency.

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When used effectively, e-government can act as a catalyst toward economic development
and sustainability. Many other countries around the world have identified the critical rolethat technology plays in delivering and transforming the operations of government. Australia,
for example, released its Australian Public Service ICT Strategy in 2012. According to the2012 United Nations E-government Survey rankings, the Republic of Korea is the world leader,followed by the Netherlands (see following feature), the United Kingdom, and Denmark,with the United States, Canada, France, Norway, Singapore, and Sweden close behind .2
The same survey confirms that member countries are moving from a single-purpose organizational model to an integrated, unified whole-of-government model for greater efficiencies.
Despite progress made in general to implement e-government with a citizen-centric perspective, the gains are not spread evenly, especially across developing countries, which arestill offering low levels of engagement.
In the following chapters, we examine how regional and local governments have recently
invested considerable resources to transform public sector organizations and deliver
services in a more efficient way.

“United Nations E-Government for the People: E-Government Survey 2012” United Nations, 2012, http://unpan1.un.org/
intradoc/groups/public/documents/un/unpan048065.pdf (accessed February 2014).
2

E-GOVERNMENT OR OUT OF GOVERNMENT

123T R A N S F O R M AT I O N I N A C T I O NNetherlands
Ministry of
DefenseThe Netherlands Ministry of
Defense comprises the Central
Staff, the Royal Netherlands Navy,
the Royal Netherlands Army, theRoyal Netherlands Air Force, theRoyal Netherlands Marechaussee,
the Support Command, and the
Defence Materiel Organisation.

FIGURE 7.11: Dutch Ministr y of Defense

operations support. With the new system,
we were able to consolidate everything into a
What follows are excerpts from an interview
with Lieutenant Colonel Erwin Huisman of the single interface in a single implementation.
We have 2,000 different pieces of software
Dutch Ministry of Defense.
communicating with each other, which required“As Information Manager for all of Human
Resources (HR), I am responsible for 120,000 a lot of maintenance across different interfaces.
people in the organization, including civilians, With the new system, we were able to minimize
reserve and military people, and veterans in costs through reduced maintenance and resourceareas such as medical, training, and education. requirements. Cycles have improved with theadaptability of the system—what took months
In early 2000, our budget was reduced and weto implement now can happen in a week.
had to completely reorganize the HR department.
For example, when the military goes on a
To support this, we deployed an Enterprise
Resource Planning (ERP) system and integrated mission, a lot of things have to happen before14 different legacy systems. In 2010, we wanted hand. Personnel typically need be inoculated,to transition from an ERP system to business see the dentist, complete training, and more.
Using process modeling, we were able to incorpservices, so we implemented a platform thatorate these steps into a single process, or transenabled us to develop a solution based on aprocess engine which today serves as our new action, that just needs to be initiated for all thesethings to happen automatically in the system.
master data model.
Rules inside the defense organization change
constantly, and we need a flexible process
management system capable of supporting
volumes like 3,000 applications for military124

The next generation of military personnel is using
mobile devices. This use will only increase—which
is why we are thinking about integrating the systemwith mobile devices. This will be the future.”C H A P T E R
E-GOVERNMENT AT THE REGIONAL LEVEL

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CHAPTER 8

CH A PTER

8

e-Government at
the Regional Level
Regional governments at state or provincial levels are responsible for policy development
and service delivery in heath care, education, transportation, utilities, and natural resources.
Many of the processes behind the administration of public service have been automatedin varying degrees by e-government systems. This chapter explores how e-government
streamlines and facilitates more effective services and operations in these industries throughvarious deployments in the U.S., Canada, Europe, and the Middle East.

FIGURE 8.1: e-Government Framework

An e-government system is vital in ensuring that critical documents can be maintained,
secured, and updated accurately as public records. Internally, an e-government systemarchives, stores, and secures all content according to policies. The critical function this serves
is illustrated in the following excerpt based on an interview with a regional governmentorganization that has a long-term strategic plan to enhance capacity and the quality ofintercity travel by improving transportation services.

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T R A N S F O R M AT I O N I N A C T I O NOverseeing
Regional
Transportation
This government entity was formed
as a joint venture between the Statesof New York and New Jersey andauthorized by the U.S. Congressthat oversees much of the regionaltransportation infrastructure,including bridges, tunnels, airports,and seaports. Its network of aviation,rail, and surface transportation andseaport facilities annually moves
millions of people and transports
vital cargo throughout the New York/New Jersey region.
What follows is an excerpt from aninterview between the EnterpriseArchitect at this governmentorganization and Tom Jenkins,
Executive Chairman of OpenText:

Center site, as well as the PATH system. Recently
we have actually taken on management of twoother airports, the Atlantic City Airport and
Stewart Airport and Air Force Base.
There must be a lot of information
associated with operating those assets.
What kind of information management
challenges does your Organization face?

We have massive amounts of information,
usually based on very large projects that comeon very quickly, such as the rebuilding of theWorld Trade Center.
After 9/11 you had such a tremendous
challenge in front of you, rebuilding basedon limited access to digital information.
What did you learn from that?

Certainly we learned that electronic was easierto recover than physical. Our headquarters, allof our people, and our data center were at theWorld Trade Center site. We learned that offsite
back up is very important. We had to reach out
to our partners in order to help us recover.
You are continually building an enormousarchive of information, and you are now
getting to the point where you can harness
that. How do you know which data to mine?

Some of it is reactive. Our customer is thegeneral public. Let’s take airport parking: if
New York 3-1-1 [the non-emergency government phone number] wants to access ourparking data and we’re not using it, well,this demand forces us to use it.

TOM JENKINS:

How do you see your organization being
impacted by big data and mobile devices?

ENTERPRISE ARCHITECT: The Organization wasSome of the predictive and auto-classification technologies, those are going to become very important to us. The toolsets for mining that data andrelating structured and unstructured data arebecoming much more powerful. But not one ofthose technologies is going to go far enough unlessit’s mobile-enabled. I think that’s number one.

What is your Organization's mission?

chartered by Congress in 1923. Its charter isbi-state transportation within a 25 mile radiusof the Statue of Liberty. We own and operate
JFK Airport, Newark Airport, LaGuardia Airport,
the George Washington Bridge, the Lincoln
Tunnel, the Holland tunnel, the World Trade

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Digital Health Care Reform
Along with transportation services, provincial and state governments are responsible fordelivering health care services. For countries throughout the world, an aging population,
economic downturn, and increasingly expensive treatments are contributing to rising andunsustainable rates of health care. Health care executives face challenges in emerging andlegacy technologies, data formats and access, and adopting new business models that canbe integrated with existing ones. To offset cost pressures, the industry is adopting e-government solutions to enhance performance and improve the quality of health care services.

A comparison with OECD countries suggests thatthe total economic potential for efficiency
improvements is about $750 billion
Per capita health expenditure and per capita GDP,OECD countries, 2007 $ purchasing power parity (PPP)
8,000

United States

Per Capita Health Expenditure

7,000$2,500per capita

6,000
Switzerland

5,000

Canada Denmark
Germany Belgium
FranceNew Zealand
Greece Italy

4,000
3,000
2,000
1,000
0

NorwayNetherlands
Austria Ireland
SwedenIceland

South Korea
Japan
Slovak Republic
IsraelSlovenia
Austrailia United Kingdom
Hungary
Spain
FinlandTurkeyEstonia
Czech Republic
PolandMexicoChile

10,00015,00020,000Per Capita GDP

25,00030,00035,00040,00045,00050,000 55,000

60,000Source: Organisation for Economic Co-operation and Development (OECD)

FIGURE 8.2: Potential for Efficiency Improvements in Health Care 1

The health care industry includes multiple stakeholders such as doctors, institutions, andpatients and encompasses pharmaceutical and life sciences industries. Each stakeholder
group generates their own information, which is often disconnected across different systems.
Much of this information is patient-focused, unstructured, and not easily incorporated into
a database. Examples include paper records, digital x-rays, CT scans, and a variety of otherclinical and diagnostic information. Data collected varies from region to region and country
to country. Information is often trapped in silos maintained by Health Care Information
Technology (HCIT) and Clinical Information Systems (CIS). Dispersed information hampers
organizational processes and directly impacts patient care and hospital efficiency.

1128

Organisation for Economic Development and Co-operation (OECD), http://www.oecd.org/statistics/ (accessed February 2014).

E-GOVERNMENT AT THE REGIONAL LEVEL

While the industry is in the early stages of digitizing health care data, the ability to integrate
this information helps to achieve cost savings, increase efficiencies, and improve patientcare. But in many cases, information cannot be shared across health care organizations due
to incompatible systems and privacy laws or regulations.

A Complex Regulatory System
Health care is a highly regulated industry—almost every aspect is overseen by a regulatory
body. In the U.S., HIPAA regulations require health care organizations to ensure theprivacy of personal health information (PHI), run services efficiently, and offer high-quality
health care. Similar legislation exists in other countries, including Canada's Personal Health
Information Protection Act (PHIPA); Section 60 of the UK's Health and Social Care Act of
2001; France's Medical Privacy Act, Article L1110-4 of 2002; and Spain's Basic Law 41/200
of 2002. More general data privacy legislation in many countries also applies to patient
information such as the European Union's Directive on Data Protection (95/46/EC).

Four distinct big data pools exist in the US health care domain
today with little overlap in ownership and low integration
Clinical
Data

PharmaceuticalR&D Data

INTEGRATIONACROSS
SILOS
Insurance
Data (Claims)

Patient
Behaviour

Source: McKinsey Global Institute analysis

FIGURE 8.3: Health Care Information Silos

Regulations are developed and enforced by all levels of government—federal, state, and local,
as well as by a variety of private organizations. Both organizations (e.g., pharmaceutical)
and individuals (e.g., physicians) are subject to regulations by multiple authorities. To beeffective, e-government solutions must comply with regulations, while still allowing foreasy data access and collaboration. A centralized, media-agnostic e-government systembalances access to health care information with security and privacy requirements.

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Secure, Compliant, and Accurate Patient Records
Health care has been impacted by the development of Electronic Health Records (EHR)
systems and standards. The purpose of an EHR is to improve the quality of care through thecoordination of multiple sources of a patient’s clinical information. Effectively maintained EHR
mean that patient information is accurate and up to date and results in better outcomes.
Every patient leaves a paper trail. An e-government system brings together both structured
and unstructured patient records, aggregating and synthesizing patient, diagnostic, and treatment records from lab results to images and doctors’ notes. These can be integrated with
non-clinical records, such as insurance, billing, and other administrative records to streamline
care and provide a complete, holistic view of the patient.
By making available the data collected on a patient, hospitals can share records with otherprofessionals and institutions, strengthening their network and improving their service.
Allowing specialists to collaborate on difficult cases is critical to the advancement of the
medical industry. Keeping this information secure and available is crucial.
Changing Environments

Proliferation of Content & Applications

Growing User Community

Databases& Applications
Records& Reports
Desktop
Applications

Technicians

Physicians

Business
Partners

Physicians
Practices

FIGURE 8.4: The Health Care Industr y

In the following example, Geisinger Heath System has created an environment in which
doctors and patients can easily access records. The system captures, organizes, and makes
all content available through a single interface. This “one patient, one record” approachprovides on-demand access to information. In a mobile society, this allows for a patientcentric approach to care, wherever the patient requires treatment.

Optimizing Treatment Pathways
In today’s health care organizations, hundreds of clinical and non-clinical processes occur
each day, from filling out a patient information form to assigning patient records for review,
administering drugs, and releasing patient information. Very specific process requirements
encompass the treatment of patients. These are referred to as “treatment pathways” and arecomprised of automated workflow and information management components. Treatment
pathways recommend and track the best possible treatment and care for a patient.

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Geisinger Health System
It has proven to be
extremely reliable and costeffective, making it possible
for Geisinger to save morethan $1.2 million a year
via a custom-developed
capture solution withadditional savings
realized in clinicaldocument storage
and retrieval costs.
FIGURE 8.5: Geisinger Health System

Founded in 1915, Geisinger is an integrated, physician-led health services organization serving
2.6 million people throughout 44 counties in central and northeastern Pennsylvania. With 44
primary care sites, 34 specialty care sites, six medical centers, more than 1,000 physicians, and20,000 employees, Geisinger performs more than 46,000 surgeries and facilitates more than
2.2 million patient visits each year.
Geisinger identified a need for an enterprise-wide paperless office using a single integrated
system to manage all files, including Human Resources (HR), billing and insurance records, CT
scans, MRIs, nuclear medicine, general X-rays, and ultrasounds. To find a solution, Geisinger
looked into expanding its infrastructure. The goal: to provide end users with the most complete
record of information to empower them to perform their jobs at an exceptional level.
Today, an integrated e-health system is the cornerstone of Geisinger's operations. Patient
histories, test results, and payment information are now instantly available at any Geisinger
facility, providing patients with better and faster medical care. Users enjoy a simple, seamlessexperience as the integrated solution manages information from multiple areas and formats.
Automated logs and audit trails ensure regulatory compliance by managing the lifecycle of thepatient record. The solution exceeds two billion documents/objects and more than 100 terabytes
of online storage. It has proven to be extremely reliable and cost effective, making it possible for
Geisinger to save more than $1.2 million a year via a custom-developed capture solution withadditional savings realized in clinical document storage and retrieval costs. Geisinger is a leading
example of how a system can improve its health services performance, patient and community
reputation, and operational performance through the integration of advanced technologies.
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It is critical for health care providers to be able to modify treatment pathways easily andon-the-fly. Though their treatment pathways may be similar, every patient is different.
With smart process application tools, health care organizations can incorporate relevant
resources—users and content—into ad hoc processes to customize pathways.

FIGURE 8.6: e-Government Health Care Architecture

To operate effectively, business processes supporting access and quality of patient information must transition from a paper-based to a digital environment. e-Government prevents
the overtreatment and the under-treatment of patients by improving the availability of
information. Online portals and communities like PatientsLikeMe.com help to promoteparticipatory health care by enabling individuals to share experience and doctors to share
medical insights. In a shift to more personalized treatment, patients experience lower costs
for better care and have broader access to health care information. This is particularlycompelling in low-service areas and with long-term-care patients.

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E-GOVERNMENT AT THE REGIONAL LEVELFIGURE 8.7: PatientsLikeMe.com

e-Government provides an infrastructure for the management of big data, which holds great
promise in advancing health care processes and services. Physicians can apply analytics likepredictive modeling to patient information to help with disease management programs
across nations and to identify candidates for treatment, those at risk, and potential clinical
trial participants. They can only do so using technologies that are integrated, interoperable,
and based on established standards. The application of big data is covered in greater detail in
Chapter 13 of this book.
e-Government integrates information and processes, bridging the gap between systems,
functions, and stakeholders in one seamless platform. As illustrated in the following feature on Western Cape Government Health, digitizing health records results in significant
costs savings.

e-Government for Education
Like health care institutions, educational institutions are applying digital technologies tocreate more effective, impactful, and efficient environments. For educational institutions,the drive for improvement comes both from within organizations and from government
bodies that oversee and fund them. Currently, there is pressure on educational institutions
to integrate digital technologies into their organizational structure and curriculum tobetter serve the “always-connected” student.

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Western Cape Government Health
The health care solution
has resulted in improved
clinical and non-clinicalworkflow processes, moresecure health records,
and full compliance andaccountability.

FIGURE 8.8: Western Cape Government Health

The Western Cape is a province of South Africa located in the southwestern part of thecountry. The core function and responsibility of Western Cape Government Health is to deliver
equitable access to quality health services to the people of the province within a balanced andwell-managed health system.
Western Cape Government Health had a vision to transform to a paperless work environment by reducing their reliance on physical documentation and paper-based files. Their
paper-based health records were difficult to manage, needed centralized support acrossmultiple cultures and 11 official languages, and had to be incorporated into their businessprocesses. An e-government solution would enable Western Cape Government Health tomanage documents and information with increased efficiency and effectiveness to improve
service delivery.
A solution based on a framework for electronic patient records was successfully rolled out
to two hospitals and is in the process of being implemented at an additional two hospitals.
It includes the ingestion of paper-based patient records and their digitization in a scancenter. Access permissions are controlled, and doctors can easily and efficiently access patient
records for both patient care and research purposes. An additional solution for managing
Forensic Pathology Services was rolled out to 18 facilities. The health care solution has resulted
in improved clinical and non-clinical workflow processes, more secure health records, andfull compliance and accountability.

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An increased reliance on computer usage has driven the need for computer skills in theworkplace. Governments around the world must ensure that students are prepared tomeet the demands of the 21st century workplace. In 1996, Bill Clinton made over $2 billion
available in the Technology Literacy Challenge Fund, a program that challenged schools
to make computers available to every student. Recently, there has been significant demandfor computer technology in many public school systems across the globe.
Teaching that facilitates digital learning is more important than ever. Combining educationand technology presents new approaches to learning that benefits students, teachers,
administrators, and society as a whole. Despite the belief that digital technology can provide
a powerful way to advance education, most institutions grapple with how to make thishappen. The incorporation of digital learning environments are not integrated into school
curriculums and most learning is still accomplished face-to-face.
Technology has the potential to transform relationships between students, teachers, andcurriculum. For this to happen, top-down approaches must be replaced by participatory,
engaged, and collaborative relationships made possible by e-government. For example,
MOOCs (Massively Open Online Courses) are giving students access to courses andlecturers in countries that do not have an established university system.
e-Government driven education strategies deliver relevant, online, and blended courses
to engage a diverse range of learners, and provide accessible materials for all learners tolearn at their own pace and convenience.

Feedback

Instructional
DesignInnovative
Teaching
Strategies

Professional
Development

Quality
OnlineLearning

Accessibility

Quality
Assurance

Academic
Rigor

Multiple
DeliveryFormats

FIGURE 8.9: High-Quality Online Learning OutcomesSome of this functionality is provided by a Learning Management System (LMS) or e-learning
solution. A more extensive platform is required to effectively address the broader set ofneeds of the complete educational community. Using an e-government solution, institutionsin education are equipped to meet the expectations of students by incorporating secure
network coverage, sufficient bandwidth, and access to digital infrastructure both in theclassroom and remotely.
As described below, Suffolk University is using an e-government platform to update theircurrent online presence, deliver course information, and deepen engagement and online
interaction with students.

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Suffolk University
The result is acomprehensive online
presence that drives
more visitors to thesite and offers an
optimized experience.

FIGURE 8.10: Suffolk University—Improving the Q uality of Education

Suffolk University is located in downtown Boston, Massachusetts. Established in 1906, theUniversity offers degrees in more than 70 areas of study and has additional campuses in
Dakar, Senegal, and Madrid, Spain.
To celebrate their centennial year, Suffolk University launched a redesigned and expanded
version of their website (http://www.suffolk.edu/) using a web content management system.
The new site features an improved and easily-maintainable site structure with thousandsof pages of information for staff and students alike, including an online course catalog.
There are now over 200 users across campus involved in maintaining the information thatis posted on the site. This has created a much more dynamic system where people from allareas of the university are actively creating and editing their own, self-relevant content.
Brand identity is maintained throughout the website because the technology ensures thatusers only have the ability to edit content and not the appearance or layout of the site. Thisis achieved using templates that lock in the appearance of web pages and give users thepower to make content edits, ensuring a consistent look and brand identity. The result is acomprehensive online presence that drives more visitors to the site and offers an optimized
experience for those who want to learn about the University’s programs and courses.

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E-GOVERNMENT AT THE REGIONAL LEVELFIGURE 8.11: MOOCs Online Director yCreating Engaging Experiences to Advance Education
Educational institutions have unique collaboration needs that are very different from thetypical business organization. Teachers are spread across many different geographic locations within a school district or campus environment. Students work outside of school,
after classes have ended for the day. These realities create a demand for engagement
techniques that overcome distance and time restriction.
Teacher-to-Teacher Engagement: Online communities of practice create an environment inwhich teachers and their colleagues share experiences, reflections, and insights in a continuous dialogue, that moves beyond the physical limitations of geography and the classroom.
Research has shown that the more teachers engage with colleagues and experts, the morethey contribute to their own professional development. Blended learning experiences
can transform teaching. A good example of this is the Galileo Educational Network (www.
galileo.org), which together with the Calgary Board of Education (CBE) has formed a learning
network to advance digital learning environments.
Teacher-to-Student Engagement: Online course outlines, digital reference materials, links,
assignments, and technologies like blogs, wikis, and networks extend learning beyond theclassroom and supplement in-class teaching.
Student-to-Student Engagement: Collaboration engages groups of students to work together
to replicate future workplace environments. Online technologies such as blogs and wikis
create learning opportunities based on shared knowledge, ideas, and experience.

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Teacher-to-Parent Engagement: e-Government facilitates dialogue between teachersand parents about key aspects of student progress.
Administrative Engagement: Educational institutions require support for their administrative staff. These needs are often coupled with limited IT budgets and staff. e-Government
helps administrators digitize their office, consolidate information, and bring together
communities of practice to advance education.

Managing Natural Resources Digitally
As in the education and health care industries, collaboration plays a key role in the management of national resources. Agencies that oversee natural resources work collaboratively
with a wide variety of partners to develop and implement natural resource policies, conduct
scientific research, and use technology to advance knowledge and inform decisions about
how resources are best managed.

Sustainable Resource Management
In recent years, the depletion of natural resources and a shift to sustainable development
has been a major focus. Sustainable development meets the needs of the present withoutcompromising natural resources for the future. e-Government enables sustainability bygiving decision makers access to accurate information and helping them work together toestablish a long-term, holistic balance of economic, social, and environmental priorities.

FIGURE 8.12: Galileo Educational Network138

E-GOVERNMENT AT THE REGIONAL LEVEL

Sustainable resource development transitions from limited partnerships of the past to
innovative, inclusive, and collaborative ways of working, enhanced through e-government
solutions to help facilitate the following:Knowledge-sharing for building research capacity and mining data for more

effective and informed analysis and decision making.
Collaboration to engender mutual accountability, bring together diverse agendas,

and advance natural resource development strategies.
Participatory government by putting structures in place that allow citizens andstakeholders to provide input into sustainability, conservation, and preservation.
Transparency based on open and available decision-making processes.
Innovation through open access to information and monitoring programs to enable

sustainable natural resource management.
Education at all levels to deepen understanding of natural resources, biodiversity,and renewable resources.
Governance and compliance through legislation, regulation, and policies to reflect

priorities in sustainable natural resources.
Citizens want natural resources programs that will provide for a healthier future for theirchildren. An integrated e-government platform supports an ecosystem approach throughstreamlining efforts among government departments, promoting collaboration, and facilitating mutual accountability. The Regional Government of Andalusia is using e-government to engage with citizens and stakeholders and provide access to accurate information,
ensuring a natural healthy environment while achieving sound economic gains.
Effective natural resource management is based on an understanding of the environment
and the impact that development has on natural resources. Adopting e-government solutions
helps states and provinces compete in national and even international marketplaces by
providing opportunities for entrepreneurship, job creation, and commercialization inindustries such as the energy sector through the application of new technologies to natural
resource management.

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Junta de Andalucía
The site is fresh,
contemporary, andup-to-date—resulting inan exponential growthin the number of users
visiting the portal
amounting to two million
visits per month.

FIGURE 8.13: The Regional Government of Andalusia Website

Junta de Andalucía is the Regional Government of Andalusia, one of the largest autonomous
communities in Spain in terms of population, surface area, history, culture, and biodiversity.
The website of the Ministry of Environment of the Regional Government of Andalusia hasestablished itself as one of the most advanced sites within the entire administration of Andalusia,
both internally and externally.
To power the site, the Ministry selected a content management solution based on its stability
for the management of volumes of content, flexible and dynamic design of the navigation
trees that helps to maintain consistency and homogeneity within the site, and the extensivefunctionalities for role management, user permissions, and the design of specific workflows.
Internally, the content manager enables editors to perform complex content management,
including the tools and widgets that enable users to design text fields, content in What-YouSee-Is-What-You-Get (WYSIWYG) format, dates, drop-down lists supplied from databases,
and the assignment of taxonomies and metadata to content groups.
Using the system, over 10,200 cataloged pieces of content and 11,500 files can be managed andinterrelated without duplication. The site is fresh, contemporary, and up-to-date—resulting in an
exponential growth in the number of users visiting the portal amounting to two million visits
per month.

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E-GOVERNMENT AT THE REGIONAL LEVEL
1,000

PROJECTEDNON-OECD

Quadrillion BTU

800

600

400

OECD

200

0
1990

2000

2010

2020

2030

2040

FIGURE 8.14: World’s Energy Consumption from 1990 - 2040

e-Government in Energy and Utilities
The International Energy Outlook projects that world energy consumption will grow by
56 percent between 2010 and 2040, with renewable energy and nuclear power being
world's fastest-growing energy sources.2 Energy companies today are challenged to matchproduction to demand, and they must do so despite political turmoil, regulatory requirements,and environmental impact.
Organizations in the energy sector require access to information, policies, and processes
to identify reserves and to reliably produce against forecasts. They must be able to meetstringent requirements to ensure that regulatory oversight does not occur.
The energy industry is comprised of a global system of tightly integrated and highly complex
relationships between corporations and government entities. Collaboration within and acrossprojects improves the quality of decisions and minimizes rework. By enabling teams to work
across facilities and time zones, energy companies can save millions of dollars annually.
These savings can be attributed to improved plant efficiency, reduced downtime, andimproved compliance—which works to create competitive advantage.

“International Energy Outlook 2013 (IEO2013)”, U.S. Energy Information Administration, July 25, 2013, http://www.eia.gov/
forecasts/ieo/ (accessed February 2014).
2

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In delivering services and developing new opportunities, companies frequently find themselves drilling in deeper water, on public lands sensitive to environmental impact, or withforeign governments interested in a portion of the profits, all of which lead to higher costs.
With every new capital investment made, companies continue to search for ways to improvetheir rate of success. An e-government system helps organizations in the energy sector
increase efficiency to offset costs and reduce risk.

The Digital Oilfield
Emerging technologies are having a profound effect on the oil and gas industries. Mobile
access gives employees the immediate ability to manage information, share it, and act on
it. With incidents like the Macondo disaster, mobile access to an integrated, streaming datasystem, for example, could potentially avert future catastrophes. The sooner organizations
can react effectively to emergency situations, the less it costs in terms of dollars,
environmental impact, and reputation.

Real-Time
Data

DigitalOilfieldIntegrated
Production
ModelsEnhanced
Business
Processes &Procedures

Integrated
Visualization

Intelligent
Alarming &Diagnostics

FIGURE 8.15: The Digital Oilfield

Future e-government implementations will be based on discovery technologies like content
analytics and semantic navigation. Artificial intelligence involving heuristic algorithms willteach systems to recognize patterns and aggregate content appropriately. Research anddevelopment in the energy industry is already being impacted by large amounts of raw datathat can be combined in new ways to reveal opportunities, spur innovation, and identify
threats so that they can be minimized.

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LUKOIL Overseas Holding GmbHe-Government has unified
the business processes of
the company’s different
capital construction
projects and improved
productivity significantly
by reducing documentation
review times and quality.

FIGURE 8.16: LUKOIL Overseas Holding Website

LUKOIL Overseas Holding GmbH is a rapidly growing oil and gas company acting as
international project operator for LUKOIL, a vertically integrated oil company. The Company
has a corporate center in Moscow and subsidiaries and representative offices in 16 countries.
At the present time, the holding company is managing several large oil and gas development
projects in geographically scattered locations, employing outside contractors. To guarantee theintegrity, relevance, reliability, and safekeeping of project documentation at all stages of the
project’s lifecycle, the Company needed a centralized system for managing project information.
A unified e-government solution supports 1,500 users in Russia, Uzbekistan, the Netherlands,
the U.S., Iraq, and the United Arab Emirates. All holding company enterprises connected tothe system use the same document base, which greatly simplifies the performance of a rangeof business processes involving several enterprises. The solution manages the flow of all
project-related information, and includes loading and structuring all historical data and adding
new projects and assets to the unified documentation management system. e-Government
has unified the business processes of the company’s different capital construction projects
and improved productivity significantly by reducing documentation review times and quality.

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Productivity in Oil and Gas
The oil and gas segment is a capital-intensive business with large-scale and expensive
projects. Drilling and completion, facility design, construction, and shutdown are a few
examples of the significant investments they undertake. With added investment comes theneed for improved project management. Oil and gas organizations have at their disposal
strong e-government tools that combine processes with the unstructured and structured
information in their repositories. With these tools, companies can focus on specific tasks,
increase visibility, mitigate project risks, and promote value-added collaboration.
An e-government solution brings together individuals and organizations to work together
through combined processes and information to ensure the expedient and satisfactorycompletion of core business activities to reduce operating costs. For instance, the acquisitionof large oil and gas fields has made it necessary for LUKOIL to optimize its capital construction
project management system, including the preparation of large volumes of documentationand its storage.

Productivity in Utilities
According to industry experts, the top business challenge facing the energy industry today
is regulatory compliance. Reducing the risk associated with storing and retrieving records isvital in achieving compliance. Paper documents require digitization, allowing for retention,
retrieval, and proper security. An e-government system that incorporates content lifecycle
management capabilities can help to ensure the fast retrieval of needed information forcompliance and litigation purposes.
To stay competitive in a deregulated market, utility companies are recognizing the importance of customer service and the fact that satisfied customers are the direct result ofeffective operations, efficient processes, and responsiveness of the service provider. SWKSTADTWERKE KRFELD AG is using e-government as the basis for their customer billing andinformation systems to improve efficiency and deliver higher quality services to citizens.

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I N N O VAT O R S T O RYSWK STADTWERKE KRFELD AG“We ship around
300,000 invoices per year.
The invoices generated
and printed are accurate,visually appealing andintuitive. Thus we haveachieved our goals ofimage building and quality
assurance completely.”
DEPARTMENT MANAGER
APPLICATIONS AND PROCESSES,SWK STADTWERKE KRFELD AG
FIGURE 8.17: Stadtwerke Krefeld

SWK STADTWERKE KRFELD AG is a municipal utility and transport company for Krefeld andfor adjacent parts of the Lower Rhine in Germany. To meet new legal requirements for energy
billing and improve customer satisfaction, the Company was looking for a new invoicing
solution. Current billing was highly complex. The system had to support this, as well as multicontract accounts, by providing sections for water, electricity, district heating, gas, andsewage in an automated layout format.
SWK STADTWERKE KRFELD AG implemented a new invoicing solution which generated
a form that could be edited by business users and supported the integration of dynamic
charts, with the sequence of data output controlled by its Enterprise Resource Planning(ERP) system. The new invoicing system has dramatically reduced the workload of the customer
service center and enabled the Company to comply with regulations for energy billing.
Customers are satisfied with a more intuitive bill that is easy to understand.

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E-GOVERNMENT AT THE LOCAL LEVEL

9

CHAPTER 9

CH A PTER

9

e-Government
at the Local Level
As e-government becomes prevalent around the world, policy makers and technology
vendors are focusing on the effectiveness of administrative solutions at the municipal level.
Local governments deliver front-line services, from basic information to transactional
services, to citizens and businesses. In this chapter, we examine the benefits and example
applications of e-government solutions at the local level.

FIGURE 9.1: e-Government Framework

Building Smart Cities Through e-Government
A city is designated a “smart city” when the quality of knowledge and social infrastructure
contributes to urban performance and a city’s competitive advantage. The concept of thesmart city has been introduced to highlight the increasing importance of Information
and Communication Technologies (ICTs), along with social and environmental factors in
profiling the competitiveness of municipalities. Smart cities combine the innovative use oftechnologies with physical, social, and environmental capital to solve complex problems at
the municipal level.

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E-GOVERNMENT AT THE LOCAL LEVELNew business models and funding mechanisms are inherent features of the smart city.
The smart city requires new partnership models between governments and businesses,
which result in increased private-sector involvement. The multiple roles strategic partners
play in a smart city “value chain” contribute to the complexity of the smart city. Examples
of strategic partners include utility providers, technology vendors, network providers,
and telecommunications operators. These organizations work with governments at the
local and regional levels to create and deliver sustainable solutions.
Many cities are transitioning to new marketplaces in unique ways. e-Government technologies, such as big data analytics, cloud-based services, and mobile computing, provide
integrated services as smart solutions for cities—from bus schedule apps and events apps
to apps showing how much energy a city consumes. A fundamental aspect of a smart city
is connecting systems and devices across all stakeholders, businesses, and institutions.
Today’s smart cities engage with the public through devices such as smartphones, tablets,
and social media.
The Intelligent Community Forum (ICF), a think tank that studies the economic and social
development of modern communities, identifies smart cities around the world and ranks
them each year. They examine the ways that communities can create prosperity based on
advances in communications and technology and sharing best practices for sustainable growth.1

FIGURE 9.2: Intelligent Community Forum

1Intelligent Community Forum (ICF), http://www.intelligentcommunity.org/ (accessed February 2014).

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The City of Barcelona
The solution, basedon the principles ofmobility, smart cities
and administration,
information systems
and innovation, supports
150 portals with over4 million user visits andmore than 65 million pages
generated each month.

FIGURE 9.3: The City of Barcelona—Citizen Ser vices Are “One Tap Away”

The City of Barcelona is the second largest city in Spain, with over a million and a half inhabitants.
Fulfilling its vision of transformation into a smart city, the municipal government is relying
on mobile and cloud-based e-government solutions to facilitate citizen engagement withadministrative processes and city services.
The goals of implementing an e-government system have been clear: to make data and services
available to all citizens from any device and any location as a means to improve the quality oflife for all citizens. A first step toward achieving this was making City Council and other data
available in digital format, while promoting the reuse of this information to stimulate economic
growth through opportunities for innovation. This approach is called open government, and it
is explained in more detail in Chapter 12.
To standardize its information, the City needed to consolidate its infrastructure based oninteroperable and open standards and decommission its legacy systems. The City opted tomigrate its solutions to the cloud. A web content management system hosted in the cloudprovides an alternative that is reliable, flexible, and produces economic gains in the long run.
The result was the first Barcelona Open Data site with 510 datasets. The solution, basedon the principles of mobility, smart cities and administration, information systems andinnovation, supports 150 portals with over 4 million user visits and more than 65 million pages
generated each month.

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E-GOVERNMENT AT THE LOCAL LEVELFIGURE 9.4: MobileID: an Innovative Mobile ID System

The City of Barcelona is an example of a smart city. It is using e-government solutions totransform itself into a connected hub for all city stakeholders to deliver quality services,
improve its performance, and stimulate opportunities for economic development. The City
markets itself as the mobile world capital, with 100 percent mobile access to services thatbring the citizen closer to the city. Services are “one tap away” and include the innovative
web-based mobile identification system, mobileID, supported by a secure mobile registryof users. This system enables citizens to log in to access government services using theirmobile device. With their e-government system, the City of Barcelona has been able toincrease citizen satisfaction and improve efficiency and productivity through the digitization
and automation of internal processes.
The City of Barcelona's e-government approach is a comprehensive one that combines mobile
government with e-services, e-procurement, and e-administration. Because governments
around the world encounter similar administrative issues, the City is working towhite-label brand its solutions. Thesecan be replicated in a private cloud andexported for use in other implementations around the world to stimulate economic growth for the City of Barcelona.
All these projects and services areincluded in the Barcelona Smart City
strategy with the objective of facilitating
citizens’ needs and improving their
FIGURE 9.5: Barcelona’s e-Government Agenda
quality of life.

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Adoption at the Municipal Level
Although e-government solutions are deployed by many municipal governments, adoption
is still in its early stages. For this reason, the benefits of e-government have not been
fully realized. This is because local governments are contending with reduced budget andcapacity, cultural barriers for bureaucracies and citizens, and issues of privacy and security.
As described in Chapter 3, e-government solutions are adopted on a continuum. Many
municipalities have moved from bricks-and-mortar facilities to an online presence, making
services available on city websites. These sites play host to information about city structure,
programs and services, and minutes from council meetings. For many municipalities, keeping
web content up to date and relevant is a constant challenge. A Web Content Management(WCM) or web publishing system can be used to keep information on the site accurate andaccessible, supported by a designated department or automated to support multiple authors.
As citizens become more discerning and technically savvy, governments are being forced
to evolve their static websites to dynamic platforms that facilitate citizen interaction
and transactions. Citizen-centric experience lies at the heart of e-government. To support
the transition from departmentally focused governance to citizen-centric governance,municipalities are opting for a Web Experience Management (WEM) e-government solution.

FIGURE 9.6: Citizen Experience Lies at the Heart of e-Government152

E-GOVERNMENT AT THE LOCAL LEVELA WEM solution transitions municipalities from making information available to supportingtransactions with an online kiosk. Examples of services range from paying parking tickets tomore complex transactions like online tax assessments. WEM delivers high-performance,
scalable web applications to deliver targeted interactions across multiple channels. But citizens
themselves must be comfortable using technology to engage with their government.
To overcome cultural barriers, some governments offer training programs for citizens;programs to encourage computer purchases; and physical locations that combine face-toface interaction with the online experience.
The ultimate stage of e-government adoption involves participatory levels of citizen engagement, in which citizens interact with their government to co-develop policies and programs.
e-Government technologies like online communities are changing the state of citizen-togovernment relationships. Ottawa, the capital of Canada, for example, enables citizens topost questions in real time to city council leaders during council meetings.
A comprehensive solution is required to support the entire citizen experience. e-Government
combines responsive design, omni-channel touch-points, and the creation of compelling
experiences with a platform that manages information securely, regardless of channel ordevice. A scalable, interactive website that facilitates day-to-day transactions results indeeper levels of engagement and allows for more meaningful connections to be made.

The Benefits of e-Government at the Local Level
Municipal governments are using e-government to do the following:
Increase citizen engagement, trust, and satisfaction with a one-stop portal for

program delivery
Improve productivity and service quality through an integrated, centralized system

for managing information within and across departments
Increase efficiencies and time-to-delivery
Reduce risk by managing information securely in accordance with privacy laws
Enhance their reputation for good governance through increased transparency

and accountability
Attract economic investment through targeted business information and services
Fine-tune resource allocation for cost savings
Minimize technology investment with solutions that are rapidly configured and deployedAs e-government technologies evolve, the relationships between citizens and businesses andtheir governments will deepen and stakeholders will become more involved in governance.
Municipal governments have an important role to play in government transformation as theyinteract with citizens on a daily basis to deliver services like police protection, transportation,and garbage collection. At the local level, the State Council in the Canton of Valais is using
e-government to automate its administrative processes and modernize its services.
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State Council of the Canton of Valais
Management has awhole host of otherideas for subsequent
implementations of theire-government solution.
At present, the Canton of
Valais is working on theautomated processingof decisions of the StateCouncil once they havebeen digitized and signed.
FIGURE 9.7: Official Site of the Canton du Valais

Located in the alpine region, Valais, the third largest Swiss canton, has approximately 317,000
residents. This vast, bilingual canton is renowned for its mild climate, wines, glaciers andreservoirs, and the world-famous Matterhorn.
On average, the State Council, together with the State Chancellor, discuss more than 200
cases each week. Each case contains an average of seven to eight pages, and seven copies
of it must be available for the meetings. This results in up to 2,000 pages per meeting to bereviewed. These files were large, took up space, were often incomplete and, in some cases,
were difficult to find due to a lack of archives. Comments by individuals before, during, andafter meetings had to be inserted manually—a laborious process with periods of inactivity,
ineffective use of time, and a high workload. This prompted the canton’s office for information
technology to evaluate various options that could provide better support with the cantonal
administration deciding to adopt an e-government solution.
The Canton du Valais adopted an e-government solution to help them transition to a paperfree administration. With their new solution, documents are no longer carted around in
paper format, weighing several kilograms. Up-to-date files can be accessed by authorizedindividuals to streamline decision-making and processes. Authenticity, integrity, and quality
are guaranteed by a consolidated database that can be accessed securely at any time and fromany location. This helps State Councilors access and study pertinent files before a meeting,which is important for a collegial governing body, so they can more actively intervene whenprocesses are held up. While meetings are in session, the State Councilors can access the files,
add comments to them electronically, and record the decisions made directly in the system.
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Streamlining Constituent e-Services
e-Government facilitates an integrated approach to service delivery. For citizens, e-government delivers unprecedented transparency into the status of programs and services.
For agencies, assembling a citizen-centric view of programs offers additional insights for
streamlining, consolidating, and improving service delivery. Access to information can help
to inform decisions, reduce the strain of email overload, identify new service requirements,
or detect fraud or abuse.
Integration of back-end processes with front-line services requires interoperability between
systems and departments. Combined information and processes allows for the simplificationof administrative services, elimination of red tape, and a reduction in paperwork andduplicated efforts—all of which serve to dramatically improve program alignment.
The ability to integrate information from other business systems such as ERP, (finance or HR,
for instance), Enterprise Content Management (ECM) repositories, WEM, and Customer
Relationship Management (CRM), as well as core mission systems, helps to establish
processes and identify situations where additional services may be advised. Underlying
business process management removes the silos created by aging transactional and inflexible
packaged applications to produce a consolidated view of the citizen.
e-Government delivers highly responsive services that anticipate citizen needs and connect
them to the right resources at the right time. Users experience improved levels ofcommunication and information sharing from an accountable and transparent government.
The City of San Francisco is using an e-government system to digitize its processes, give
caseworkers easier access to accurate information, and to provide clients with a moreconvenient and effective experience.

Improving Program Performance
The emphasis on performance improvement in government is growing, supported byregulations and public pressure. Government program managers are responsible for managing a portfolio of programs with limited time, resources, and budget. They are under pressure
to manage projects using disparate tools, legacy systems, and paper-based systems. To dotheir jobs effectively, they need ways to increase visibility into projects with reporting tools
to align mission and resources.
e-Government Program Management (PM) solutions enable globally dispersed teams tocommunicate, collaborate, report project status, and track project progress,and performance.
Agencies can form teams across geographical and departmental boundaries using standard
methodologies, best practices, and information from previous projects.

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City of San Francisco,
Human Services Agency
All the back files thatwere scanned into thesystem are now the official
records. They are digital,
password protected, andhave a full audit trail as
opposed to paper files that
had none of these benefits.

FIGURE 9.8: HSA Website

Human Services Agency (HSA) is a department of the City and County of San Francisco and thecentral resource for public assistance in the city. HSA serves over 150,000 citizens each year
through a range of programs and services. This involves managing more than 150,000 active
case folders, each containing anywhere from 50 to 2,000 pieces of paper.
HSA needed an e-government system that enabled easy searching and filing, more efficientmanagement of information, and automated processes to reduce the amount of physical paper
being generated and stored, and to improve client service. Before implementing a solution, HSA
eligibility and records staff was managing around 18,000 paper case folders for the CalFresh(Food Stamp) program. Each folder contained 50 to 60 pieces of paper, including copies of awide variety of confidential documentation and personal data about the applicant. All the casefolders were stored in a central file room on a different floor from the interview room where asocial worker would meet with the clients. If a client came in without an appointment, they might
have to wait two weeks before HSA could get the paper file to the right place. A tremendous
amount of manual processes and inefficiency was involved in the process.
An electronic records system has allowed HSA to serve more clients without a proportional
increase in staff and has been extended to MediCAL (MediCare) and CalWorks clients. They
have eliminated over 100,000 paper case files. Citizens can now apply for benefits by completingan online application. Clients are happier because instead of having to make several trips to theoffice to meet with social workers, it can now often be done in a single day.
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Inbound requests can be automatically assigned based on skills and workload. Live dashboards quantify team workload so managers can understand and monitor tasks appropriately.
Improved visibility into processes and information helps all staff identify evolving issues toavoid adverse consequences and increase effectiveness. Reports summarize requests forservices and the outcomes delivered in related timeframes, enabling executives to track
improvements and associated savings, and compare performance over time.
An e-government solution links government programs to enable information sharing,process orchestration, and collaboration. e-Government for administration supports teameffectiveness and collaboration through the following:
Structured and unstructured processes for case handling
Automated tracking, categorization, and routing
Advanced knowledge sharing and management
Dynamic, multichannel document composition, management and delivery
Rules-based escalation supporting service level agreements and critical situations
An up-to-date inventory of team member skill and expertise profiles

Collaborative Case Management
Case transactions rely on a mix of information types like documents, emails, meeting minutes,
interview transcripts, photos, or other relevant exhibits. Case management solutions
provide a centralized view of case content, no matter the type or where it is stored. An
e-government solution helps to define a common process that guides case workers throughtasks at each stage of a case’s lifecycle—from the initial case trigger through the investigationand processing stages to resolution.
To illustrate this, let’s examine the process involved when a citizen files for a change ofaddress. To do so, they would be required to use multiple processes and tools—such as fillingin an online form—and information would need to flow through all pertinent departments,
including licensing, taxes, registration, and identification. All of which would benefit fromhaving the proper processes in place to reduce the loss and duplication of information, which
has frustrated citizens in the past. These needs can be addressed easily with an e-government
infrastructure in place to support the flow of information through the required processes.

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FIGURE 9.9: Case Management Content

As part of a comprehensive e-government solution, a case management application enables
caseworkers to work more efficiently, resolving cases faster and with improved results.
This results in a higher quality of service, while ensuring that information is classified andretained in the appropriate way. To comply with regulatory guidelines, some requests
require that processes be turned into a case or lifecycle file, while others may require
regulated documents to be reverse-engineered once submitted. An e-government solution
can manage all these requests within a single application, demonstrating certification
and accreditation of architecture, technology, and policy.

Next-Generation Processes
e-Government solutions add strategic value by facilitating the development of nextgeneration processes or Smart Process Applications (SPA). Governments at the local level
can use them to rapidly create new processes that support customer service delivery within
hours, without requiring IT support or software development skills. By combining wellstructured modules with pre-built components, SPAs allow people to build new processes
easily. Alternately, an existing process can be used as a template and modified to suitbusiness needs. This means staff can be creative in anticipating service requirements
and designing ways to address them. An on-demand environment supported by flexible
infrastructure can dramatically improve response times. Calgary Police Service is doing
just this—improving their response time by consolidating all case files in a secure
e-government system.

e-Government Return on Investment
The major activities of a transformational government include sharing and publishing information, interacting with citizens and agencies, and transacting in a digital environment.
To successfully carry out these activities, government organizations rely on integrated
e-government solutions. The value of e-government lies in its ability to manage the processes
around content more efficiently to improve performance, encourage and facilitate a cultureof trusted collaboration, and control the risk and cost of content—allowing governments
to focus on delivering value for taxpayer dollars.
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Calgary Police Service
With photos anddocuments now uploaded
to a centralized system,
detectives can do a
keyword search and find
all related photos anddocuments for a case,creating a one-stop shop
for case-related content.

FIGURE 9.10: CPS Website

The Calgary Police Service (CPS), located in Calgary, Alberta, Canada, is made up of more than
1,900 police officers and 700 civilian employees. Along with other agencies and the citizens ofCalgary, CPS strives to preserve the quality of life in Calgary by maintaining the city as a safe
place to live, work, and visit. The CPS needed a comprehensive, reliable and secure e-government system to store, manage and access their case file documents and related information.
They also needed a way to enforce records management processes on their documents.
A first step in implementing a solution was to digitize hundreds of thousands of documents.
The solution implemented by CPS automatically creates customized case folders designed forpolice case files, based on information fed in from a mainframe database. The CPS is the firstpolice department in Canada to share digital documents with the provincial Crown Prosecutor’s
office. Before implementing the new solution, if detectives needed certain case documents,
they would have to go downtown to the central file room to request hardcopy case files. If theyneeded certain case photos, they had to go to the Photo Unit to request them. With photos anddocuments now uploaded to a centralized system, detectives can do a keyword search and find
all related photos and documents for a case, creating a one-stop shop for case-related content.
Now the CPS can access timely, accurate, and reliable information from any networked ormobile PC—a huge benefit for a workforce that is highly mobile and works 24/7. Efficiencies arefurther optimized by the system, which provides a complete inventory of projects that are in
progress, overdue, and completed. By automating processes, the CPS has been able to improve
operations after finding that certain districts had far heavier workloads in serving subpoenas,
for example, than other districts.
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For e-government systems to be widely adopted, they need to emulate the way people
work without disrupting their daily routines. This involves creating a digital place where
people can work in much the same way they would work together in departments or at
office locations. For e-government to be effective, it needs to be unobtrusive.
e-Government maximizes the flow of information across an organization. How? By working
on existing infrastructure and integrating processes across silos, being accessible fromanywhere in the world, and leveraging a common knowledge of Internet technology.
Because it is easy to use and improves the way people work together, e-government
increases overall productivity, employee satisfaction, and the workplace environment.
Leading government agencies are working collaboratively across departments and jurisdictions to optimize administration, programs, and services. Regional amalgamations and thecreation of mega-cities, for example, often require the consolidation of various service lines
and their accompanying program knowledge. e-Government can help municipal employees
exchange lessons learned to maintain continuity and manage the realignment process.
Reaching beyond the public sector, governments can partner with organizations in theprivate sector to share best practices and refine programs. This is discussed in more detailin the following chapter.

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Hu

m

an Resources Procu
Hum
rem
ent

om
Ro

County
Cler
k

es

er
Oth

&
lth

IT S
erv
ic

Paperless e-Government
 Intranet Web 2.0 Social Workplace Asset Management
 Digital Mail Room
 Case Management
 Contract Management
 Procurement Processes Permiting and Licensing
 Automated Services Requests
 e-Learning

FIGURE 9.11: e-Government Enables the Paperless OfficeService delivery trends are emerging around the world. Governments are taking a citizencentric approach to governance, as opposed to a programmatic one, and they are using
e-government technologies to facilitate this. They are working collaboratively acrossdepartments and jurisdictions to provide services to citizens and businesses in an integrated
manner, giving stakeholders self-service access at their convenience.

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10REINVENTING PUBLIC-PRIVATE PARTNERSHIPS (P3S)

CHAPTER 10

CH A PTER

1 0

Reinventing Public-Private
Partnerships (P3s)
Private sector organizations are becoming key players in establishing global governance.
In this chapter, we examine how e-government is modernizing public sector partnerships
by transforming them from bricks-and-mortar infrastructure projects to Public-Private
Partnerships (PPPs or P3s) into collaborative virtual infrastructure projects to support
economic innovation and development around the world.

FIGURE 10.1: e-Government Framework

P3s play a large role in public sector development in terms of infrastructure and publicworks projects. According to the Canadian Council for Public-Private Partnerships, thedefinition of a P3 is “a cooperative venture between the public and private sectors, built
on the expertise of each partner that best meets clearly defined public needs throughthe appropriate allocation of resources, risks, and rewards.”1

1

162

The Canada Council for Public Private Partnerships, http://www.pppcouncil.ca/ (accessed February 2014).

REINVENTING PUBLIC-PRIVATE PARTNERSHIPS (P3S)

Lessons Learned from the Private Sector
In the downsized and deficit-driven environment of government, budgets are often allocatedahead of time, making efficiency and productivity more critical (and more difficult) toachieve. Government leaders must be willing to take more of an active role in implementing,adopting, and managing the use of technology to solve common challenges in the industry.
A key strategic approach involves fostering collaborative relationships, including thecustomer-supplier relationships that exist in the private sector.
We have seen how internally complex the intergovernmental structure is. Conflicting
agendas, political viewpoints, and administrative values make it difficult for a government
to run like a business. Innovative approaches to management are often limited by outmoded
structures and relationships. Allocating resources ahead of time can impact relationships
between the public and private. Despite these obstacles to partnering, the benefits ofcollaborating with the private sector are clear: according to one source, the U.S. government
alone has the potential to save as much as 20 percent of the $600 billion spent annually onequipment and services purchased by expanding its e-procurement systems.2
e-Government helps agencies overcome fragmented distribution networks by supporting
relationships with private sector suppliers or contractors. As globalization continues topush the boundaries of business, market-based public-private relationships have increased
over the decades. New trading models are based on e-government collaboration; can beestablished in weeks instead of years; and are highly efficient, agile, and cost-effective.

e-Procurement and Streamlined Efficiencies
With the fast pace of government today, private contractors are under pressure to haveprojects up and running quickly, while controlling costs and meeting compliance requirements.
Government-to-Business (G2B) relationships are based on commercial interactions between
government and the business sector. e-Government facilitates the development of G2B
networks by providing a platform for private sector organizations to bid on government
opportunities. Many organizations, made up of contractors and subcontractors and public
sector entities, are involved in these trading communities.
Procurement is a multi-party collaboration process that spans multiple stakeholders inpurchasing, financial accounting, inventory management, and other external vendors.
e-Procurement replaces manual, paper-based processes with electronic processes andinformation management to improve efficiencies across all touch-points in the supply(or value) chain. It eliminates inefficient processes by capturing and managing content indigital format and providing immediate visibility in an optimized, collaborative workflow.

United States Government Accountability Office,“Strategic Sourcing: Improved and Expanded Use Could Save Billions in Annual
Procurement Costs”, GAO, September 20, 2012.
2

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Post-Awarding
Requisition

Framework
Contract

Customer (Purchase to Pay Business Process)Approval

RequestRequestCatalogue

Catalogue

Purchase
Order

Goods
Receipt

Order

Receipt

Quote
Customer
RequestQuotation

Invoice
Control

Invoice
Payment

Invoice

Order

Order
Processing

Billing

Payments

Supplier (Order to Cash Business Process)
FIGURE 10.2: Multi-Part Collaboration in Government and Businesse-Procurement describes the G2B purchase and sale of supplies or services using Internetbased technologies like Supply Chain Management (SCM) or Enterprise Resource Planning(ERP). Public sector organizations use e-procurement to increase efficiencies, improvetransparency, and save time and money in government procurement. e-Procurement has
seen rapid growth in the public sector in recent years.
e-Government promotes the efficient, secure, and compliant flow of information across theentire G2B value chain, facilitating an increasing volume of transactional and conversational
data through a host of mediums—from faxes and cloud services to file sharing, Electronic
Data Interchange (EDI), and Managed File Transfer (MFT). Government organizations cansignificantly reduce the administrative burden of G2B information exchange by moving themanagement of systems to the cloud.
Agencies can rely on e-government to help them migrate from ad-hoc manual processes,
multiple vendors, or single fixed solutions to a streamlined, virtual trading community that canbe up and running quickly and efficiently. An integrated e-government platform improves
the reach, reliability, and efficiency of G2B processes. As illustrated in the feature below,
Alabama Gas is using e-government to streamline its procure-to-pay process.

What Are Public-Private Partnerships?
Public-Private Partnerships (P3s) can improve the delivery of public infrastructure andprovide better value for taxpayer dollars. Under P3 arrangements, governments continue
to own infrastructure assets while the private sector plays a larger role in their design,
construction, operation, and maintenance. In doing so, the private sector assumes a share of
the project risks.

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Alabama Gas
Using Vendor Invoice
Management (VIM)
software, users cancode invoices andsubmit requestor
approvals in a matterof minutes, a task thatonce took an hour ormore to complete.
FIGURE 10.3: Alagasco

Alabama Gas Corporation (Alagasco) is the largest natural gas distribution company in
Alabama serving more than 425,000 customers, businesses, and industries. It is the largest
natural gas utility in the state of Alabama and is regulated by the Alabama Public Service
Commission. With roots dating back more than 160 years, Alagasco today has operation
divisions in Anniston, Birmingham, Gadsden, Montgomery, Opelika, Selma, and Tuscaloosa.
Alagasco is automating and optimizing its procure-to-pay process using an e-government
solution. It integrates easily with the Company’s ERP solution, and effectively manages alarge volume of invoices and purchase orders in its Procure-to-Pay process in accordancewith its internal controls. The solution is used by all departments to make its procurement
process more efficient and to help improve internal controls for compliance.
The solution allows Alagasco employees to work seamlessly between an e-government platform,
Optical Character Recognition (OCR), Microsoft Office® Outlook,® and SAP. Using Vendor
Invoice Management (VIM) software, users can code invoices and submit requestor approvals ina matter of minutes, a task that once took an hour or more to complete. Additionally, users havethe ability to identify accrued liabilities; view all critical documents for a vendor electronically;
and take advantage of special terms and discounting. Using the system, Alagasco has seen a
reduction in the number of calls taken from vendors. With an e-government solution, Alagasco
has improved its internal processes, allowing the company to increase productivity, reduce risk,
and garner a better relationship with vendors.

www.opentext.com/e-Government/Alagasco

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Ideally, all stakeholders can benefit from a P3-based project, including the government,
the private company, and the general public. The public sector leverages P3s to allow fordomestic infrastructure or international development to be completed cost effectively. For
the private sector, the partnership provides revenue by putting projects into production. In
a P3, the public’s interests are protected through guaranteed oversight of and transparency
into the operation. If outcomes are on target, citizens benefit from quality infrastructure
and the promotion of economic development.

FIGURE 10.4: The India-Canada CEO (ICCEO) Forum Promotes Bilateral Engagement

The public stands to lose some degree of control when a private sector company is involvedin the development of public facilities or services. In the areas of health care and education,for example, P3s are criticized for placing commercial goals above the public interest.
Governments have been accused of selecting P3s over traditional publicly-designed, owned,
and operated infrastructure projects. Despite potential drawbacks, P3s are widely used in
the U.K., Europe, Canada, the U.S., and Australia.
Each level of government can be involved with P3 projects, with provinces and municipalities
being the most active to date. P3 projects can be built and operated by public and privatecompanies ranging from domestic, foreign, or transnational, and may involve a large numberof subcontractors. A government owned or managed company may also be involved in thefinancing, construction, and operation of a P3 project.

A Brief History of P3s
Facing today’s worldwide economic downturn and globalization, government organizations
have recognized that it is critical to streamline infrastructure development for economic
prosperity and higher standards of living. This can be accomplished by adopting new
approaches to partnership with the private sector.

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Traditional P3s span a scale of engagement models that run from straightforward contracting
to partnerships that are based on an agreement for financing, building, operation, and ownership. When most or all of the control of assets is retained by the private sector, the term
“privatization” is used to describe the situation. Types of partnerships come in many different formats and typically, no two partnerships are exactly alike.
Relationships include Operations and Maintenance (O&M), Build-Operate-Transfer (BOT),
Build-Own-Operate (BOO), Design-Build-Maintain (DBM), Design-Build-Finance-OperateMaintain (DBFOM), and Enhanced Use Leasing or Underutilized Asset (EUL). More recently,
a new model has been introduced: the Public-Private Community Partnership (PPCP), which
involves public and private sectors partnering to focus on social welfare endeavors.

The Scale of Public-Private Partnerships:
Risk Transfer and Private Sector Involvement
Concession

Design-Build-Finance-Operate-Maintain
Design-Build-Finance-Operate

PPP MODELS

Degree of Private Sector Risk

Build-Own-Operate

Design-Build-Finance-Maintain
Design-Build-Operate
Lease-Develop-Operate
Build-Finance-Maintain
Build-FinanceOperation and Maintenance
Design-Build

Degree of Private Sector Involvement

FIGURE 10.5: The Scale of Public-Private Partnerships 3

Typical P3s have been based on large infrastructure and international development projects
that warrant alternative approaches to partnership—construction projects like building new
schools and hospitals for local municipalities are good examples. At the international level,P3s have been used in connection with the development of the Panama Canal, the Channel
Tunnel (or “Chunnel”), U.S. oil exploration in the 1930s, and the bulk of nineteenth- and earlytwentieth-century railroads.

3

The Canada Council for Public Private Partnerships, http://www.pppcouncil.ca/ (accessed February 2014).

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Large-scale infrastructure projects have a long history in Canada. The construction ofrailroads is an early form of P3 (using a privately-funded model for implementing publicprojects), combining both public and private capital with financing from foreign investors in
the U.S., Britain, France, and Germany. These projects were typically long and took years
to complete at great social, labor, and financial cost. Since the late 1990s, tens of billions ofdollars have been spent on 180 P3 projects, including such essential infrastructures as Prince
Edward Island's Confederation Bridge and Toronto’s Highway 407.4
The U.S. has been using Public-Private Partnerships for more than a century, with thousands inoperation today for the delivery of services or facilities in water/wastewater, transportation,
urban development, and the delivery of social services. According to the National Council of
Public-Private Partnerships, the average U.S. city works with private partners to perform 23
out of 65 basic municipal services.

Government Program Support
At the federal level, governments are being called on to support P3 development by building
business cases around the most effective financing model for projects at the regional or
municipal level. Governments are working to ensure that P3s can be effectively managed
and deliver investments and outcomes in a timely manner.

FIGURE 10.6: P3 Canada Fund—Part of Canada’s Economic Action Plan

Barrie McKenna, “The hidden price of public-private partnerships”, The Globe and Mail, October 14, 2102,
http://www.theglobeandmail.com/report-on-business/economy/the-hidden-price-of-public-private-partnerships/article4611798/(accessed February 2014).
4

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REINVENTING PUBLIC-PRIVATE PARTNERSHIPS (P3S)

Many government programs are available to support P3s:
In 1992, John Major’s Conservative Government in the U.K. introduced the Private

Finance Initiative (PFI), the first program aimed at encouraging public-private partnerships.
In 1997, Tony Blair’s Labour Government expanded the PFI initiative with a focus onvalue for money.
Australian state governments have programs in place based on the PFI, includingPartnerships Victoria.
Over the past 20 years, more than 1,400 PPP deals were signed in the European

Union, representing a capital value of approximately €260 billion.5
In the U.S., President Barrack Obama has made public works a crucial part of his

economic agenda for 2013, proposing to spend $40 billion on them. He has also
renewed a proposal to create a $100 billion national infrastructure bank focusedon fostering P3 project development.
In 2008, the Canadian Government, under Conservative Prime Minister Stephen

Harper, established PPP Canada Inc., a federal Crown Corporation to lead efforts
to encourage the use of P3s when they can generate better value for money.
To date, PPP Canada has managed the $1.25 billion P3 Canada Fund, the first infrastructure
program in Canada dedicated to supporting projects delivered through a P3 approach.6
The Economic Action Plan 2013 will provide $1.25 billion over five years to renew the P3
Canada Fund. The Fund will continue to focus on supporting P3 projects that deliver value
for citizens and further develop the Canadian P3 market.
Government program support for P3s is also available from Export Development Canada(EDC), Canadian Commercial Corporation (CCC), Industry Canada, and the Department of
Foreign Affairs, Trade and Development (DFATD). American counterparts include the U.S.
Department of Commerce, the International Trade Administration, the U.S. Department of
Foreign Affairs, and the National Council for Public-Private Partnerships (NCPPP).

The Evolution of P3s
As multi-sector innovative models of collaboration, P3s help to modernize government
operations by applying the expertise, efficiencies, and digital solutions implemented in
the private sector. By combining Information and Communications Technologies (ICTs) withnew approaches to partnerships, P3s are expanding their application beyond bricks-andmortar infrastructure development to facilitate virtual infrastructure on a global scale.

Andreas Kappeler and Mathieu Nemoz, "Public Private Partnerships in Europe - Before and During the Recent Financial Crisis,"
European Investment Bank, July 2010, http://www.bei.europa.eu/attachments/efs/efr_2010_v04_en.pdf (accessed February 2014).
5

6

Canada’s Economic Action Plan, http://actionplan.gc.ca/ (accessed February 2014).

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As we have illustrated throughout this book, public and private sector organizations areworking together to promote service transformation by implementing back-office informationand payment systems, citizen portals, e-procurement systems, integrated communications,and more. Many of the solutions described in this book are the result of innovative P3
collaboration. More recent P3 models engage governments at the international level.
These technology-based partnerships facilitate innovative P3 models of engagement to:Fund virtual investments that would not otherwise receive financing
Use public funds more cost-effectively
Get projects up and running more quickly compared to traditional delivery

methods—hosting solutions in the cloud, for example, as excellent alternatives
that save on initial capital investments and offer faster time-to-implementation
Stimulate innovation and economic development at all levels of government
Promote sustainability
Create competitive advantage to stimulate new market growth

Collaboration across sectors is implemented based on requirements, time constraints, andthe challenges being solved or services offered. The result is a joint development of publicprivate governance structures and processes. The partnering of these sectors, facilitatedby an integrated e-government infrastructure, can improve economic development,
innovation, and the successful transformation of programs and services.

R

EG

UL ATORYBO
D I ESPH A R M

Partneringfor Public
HealthI

S T RYSE A RCHU T I CA L

DU

RE

E
AC

U
ST I T T I ONSINYS I C I A N S

NPH

FIGURE 10.7: A P3 Model for the Health Care Industry

Health care is currently an active sector for P3s. This is because the costs to deliver healthcare services are increasing exponentially. Governments around the world are searchingfor alternative mechanisms to reduce costs and increase capacity with investments ininfrastructure. A number of countries have begun to use P3s as a means to achieving
these objectives. An example of a P3 in health care might involve partnerships between
the public and private sector to establish an electronic patient record system and othere-health services to maximize resources and improve quality of care.

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One of the major benefits a P3 has to offer is the creativity and innovation that private
sector organizations bring to the relationship. On a daily basis, private companies must
consistently innovate to bring sustainable solutions, new technologies, and smart businesspractices—all of which can be applied to P3 infrastructure projects. Often, they can run
projects more quickly and with less bureaucracy that a government agency can.
A crucial element for successful innovation-led development is quick and easy access to
information, expertise, and resources. Governments have realized this and are opening
up access to data to encourage innovation and development. In 2009, the White House
unveiled a new Open Data initiative that called for government data to be more open andaccessible, allowing entrepreneurs to use it to create new products and services.
Adding P3s to the open data equation results in the development of fast, mobile solutions andpartnerships formed between governments and a consortium of private sector companies.
These innovative partnerships bring together intellectual and human capital alongsidetechnology to drive innovation and create the conditions for economic growth. Open data
initiatives are discussed in more detail in Chapter 12.
The G20 Summit social network is an example of a virtual infrastructure project that was
the result of a public-private partnership between the G20 and G8 organizations, theDepartment of Foreign Affairs, Trade, and Development Canada (DFATD), and a private
software vendor. The effective collaboration between representatives of states illustrated
in the following example was based on a secure e-government solution to facilitate
collaboration, interaction, and dialogue with global levels of security.

e-Government: Powering Public-Private Partnerships
Ironically, the Internet itself exemplifies a P3: developed by the Department of Defense,
it is software based on the ARPANET that has been appropriated by a private company(Mosaic Communications Corporation) and made available to the public.
In a digital economy, digital media needs to be a part of everything we do. The first step agovernment can take to effectively serve a digital society is to make an investment in a longterm vision to build a culture around economic development and innovation. This happens
through expanding its infrastructure and developing new models of engagement. As acollaborative, social, and secure platform, e-government is a key enabler for effective publicprivate partnerships.

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G20 Summit—SecureInternational Engagement

FIGURE 10.8:
Mobile Access to
the Social Network

The Group of Twenty (G20) is the premier forum for international cooperation on the mostimportant issues of the global economic and financial agenda. Its mandate includes policy
coordination between members, the promotion of financial regulations, and modernizing
international financial architecture. During the G8 and G20 Summits in Canada in 2010,
for the first time in history, a mobile social network facilitated collaboration for financeministers and central bank governors from 19 countries.
The Organization was looking for a platform that would support constructive dialogue andcollaboration before, during, and after the Summit. The system had to be secure, mobile andglobally accessible. A social community provided the G20 with a collaborative workplacefor delegates and attendees, presenting a streamlined and consistent experience—fromthe social networking interface to complex records management rules, functionality, andintegrated back-end databases and technologies.
The interface emulated a Facebook-like experience, giving users a profile and the ability
to post status updates, share photos and videos, blog, and hold discussions with otherusers. Air-tight security was achieved through authentication and permissioned access to
information in a highly collaborative system. The interface was easy to use and consistent
between laptop, desktop, mobile device, and tablet. For the duration of Summit meetings,
the social network was used successfully without requiring any training, enabling delegates
to focus on building a future of sustainable and balanced economic growth. The network
was so effective it was used subsequently in Seoul, Korea, and Australia.
172

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REINVENTING PUBLIC-PRIVATE PARTNERSHIPS (P3S)

P3s provide a unique perspective of the collaborative aspects of the public sector. ThroughP3s, government organizations can more readily implement e-government solutions todeliver higher quality services at lower costs. According to some sources, governments
traditionally realize cost savings of 20 to 50 percent when the private sector is involved inproviding services.7 Time-to-value can be realized more quickly; more innovative solutions canbe developed; performance and efficiency improvements can be realized at the operational
level; and programs, activities, and budgets can be better coordinated.
P3s connect public and private stakeholders, helping entrepreneurs, academic groups,
research institutes, intermediary companies, and governments collaborate to accelerate
the commercialization of a nation’s digital talent, solutions, and companies. As a facilitatorof new models of collaboration, e-government enables deeper P3 connections to bringmore public sector solutions to market and create a higher standard of living, expand on
business and investment opportunities, and jumpstart a more prosperous economy.

“In our relationship with IT companies we don’t aim to have a customersupplier relationship, but a technology partner with knowledge that isable to help us expand our e-government strategy for the City and innovatewith us. In working with multinational companies, it’s important that they
understand our philosophy and approach for the future, which includes
applying e-government technology internally to Public Administration,
as well as the concept and scope of Barcelona as a Smart City, based on aclose relationship with our citizens, businesses, and the different industrial
sectors in the City of Barcelona.”
JOSEP RAMON FERRER I ESCODA,
DIRECTOR OF SMART CITY DEPUTY CIO,
AJUNTAMENT DE BARCELONA,
CITY OF BARCELONA

7

Richard Dobbs et al, “Infrastructure productivity: How to save $1 trillion a year”. McKinsey Global Institute, January 2013.

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C H A P T E R
E-GOVERNMENT AND THE FUTURE

11

CHAPTER 11

CH A PTER

1 1

e-Government
and the Future
We have been through technological transformations
before. In the 1840s and ‘50s, Dr. Egerton Ryerson (1803-1882) earned lasting gratitude for his inspired efforts
to create a modern, province-wide educational system
in Ontario. His vision of a coordinated system was basedon a standardized curriculum, common textbooks, welldesigned schools, and trained teachers. Today, one of
Canada’s most innovative universities proudly bears his
name. Making his vision a reality required a commitment to
the importance of education and a sustained effort, but it
also required a reliable communication system.
Ryerson’s reforms depended on the transformation ofcommunication technology in Toronto in the early 1840s.
The steam-driven printing press, advances in paper-making,and a reliable postal system connected Toronto and scattered school boards. Printed
questionnaires provided detail on local conditions and supported evidence-based decisionmaking. Newspapers supported this progressive initiative, while the province was able todevelop and monitor educational standards.
FIGURE 11.1: Dr. Egerton Ryerson

Modern bureaucracy, analyzing facts and trends from across a growing society, creating
policy and tracking implementation emerged from this technological revolution. Local
and regional government transformed as society’s means of information storage andcommunication were modernized. Today, society is driving an information revolution as
profound and meaningful as that of the 1840s. Governments must adapt.
The digital revolution is transforming politics and the nature of government. From education
improvement and tax collection to better health care systems and job creation, technology
is putting pressure on governments to make all aspects of government more accessible.
Citizens’ voices are “present” in public policymaking and their demands for an always-on,
connected government are intensifying through social media. Governments are realizingthat technology can act as an enabler to transform government processes, enhancing
the provision of public services and increasing productivity.

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The challenge for modern government is complex but two key trends emerge:1)	Society is being profoundly transformed by new Information and Communication
Technologies (ICTs). Entire commercial sectors and old business models havealready been swept away as consumers find new ways to access news media, music,
films, books, and entertainment and satisfy daily needs. Governments, imprisoned
by decades of regulation and bureaucratic habit, are challenged to become more
responsive, citizen-centered, and flexible organizations.
2)	Governments are experiencing financial constraint with increased demand forservices. Productivity is the key to the future and to public support. To achievethis, governments need to manage their information assets more collaboratively
and effectively. Information is the life-blood of public service. While the imperativeof change has been recognized by leaders in government, the extent of change
required is challenged by laws, regulations, and a public service culture inheritedfrom an analog world.
In government, traditional models of hierarchy define (and confine) how information flows.
Accountability and performance management regimes inherent in these models work to
reinforce hierarchy and inhibit collaboration and teamwork. But the issues of a modern
society require open information sharing and collaboration across the organization. Digital
natives coming to the public service today encounter a fossilized culture that is adapting
too slowly to address today’s issues. Many agencies are recognizing the cultural shift that istaking place in the public sector, as illustrated in the excerpt below from an interview with theHead of Data Management at NAVSEA.

2020: e-Government or Out of Government
While there are many possible scenarios for e-government over the coming decade, thechallenge will be to achieve the productivity and service quality that new information technologies offer while remaining true to the fundamental values of a professional public service.
The emergence of technologies like big data, mobile apps, and cloud computing could be used
for extensive social control, eavesdropping, and monitoring all communications—tracking
the locations, shopping and entertainment preferences of all citizens, and intruding into
all aspects of life. This is the scenario envisioned by novelists and film producers as they
contemplate the future. These technologies are simultaneously liberating and can be used
to encourage individual expression and participation in society’s issues. Social media playeda major role in the Arab Spring, the rash of demonstrations and protests, riots, and civil wars
in the Arab world that began in December 2010. Social media enables NGOs and interest
groups to mobilize faster than governments can respond. The issue facing all governments
and societies is to determine where they want to be on the continuum of state-control andindividual freedom. This will determine the fundamental values and characters of theirsocieties in the coming decades.
E-GOVERNMENT OR OUT OF GOVERNMENT

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T R A N S F O R M AT I O N I N A C T I O NNaval Sea
Systems
CommandNaval Sea Systems Command(NAVSEA) is the largest of the
Navy's five system commands.
With a team of 60,000 civilians,
military, and contracted
employees, the mission at
NAVSEA is to "design, build,deliver, and maintain ships
and systems on time andon cost for the U.S. Navy”.

TOM JENKINS: It must have been a challenge

for you to rely on a secure cloud to get toyour information. What are some of thelessons you’ve learned from accessing
content in the cloud?

From a change management perspective you
have to be very patient with your users. They comefrom a culture based on holding onto assets.
We change the system and say, “Now you canmove your information into this trusted repositoryfor 24/7 access”. I have to communicate to themthat this is a benefit because information is in thecloud, and when certain incidents take place we
can still access our content. And we have to makesure the system is secure. Accreditation has to beup to date.
The newer generations entering the workforce have a different view of security basedon their use of technologies like social
networks. How does this impact NAVSEA?

There is a cultural shift happening. If you
look at the generation that is coming into theworkforce, they are used to having technology
available to them all the time. So how do wework with younger generations to make themmore productive? That’s the issue I think about.
They are very savvy. When it comes to security,
they don’t care as much about it; it’s the
DR. LAWRENCE TOTIMEH: In 2000 we adopted
responsibility of the designers to build it
a data management system called CDMS to
into the system when it is being developed.
help us move files digitally from Crystal City
to the Washington Naval Yard. At the time,
They’re used to using Google or Bing® where
there were no DoD [Department of Defense]
they have permission to see everything.
regulations in place governing electronic
Technology is exciting, but we have to emphasize
record keeping. The Paper Reduction Act had that security is important. I work in a classified
not yet come into effect. From this exercise,and unclassified environment, so you just can't
and incidents that followed, we learned how
have open access to records. There are personal
important it is for us to digitize and securely
records in databases and we have to be careful
store our information in a single repository.
that we don’t compromise confidential information.

What follows is an excerpt froman interview with Dr. Lawrence
Totimeh, Head of Data Management
for NAVSEA and Tom Jenkins,
Executive Chairman of OpenText.

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You have built up an enormous archive. Have you thought about big dataand how to leverage this data using analytics or predictive analysis?

I have developers trying to figure out what kind of reports the system should generate, but theanswers lie in the future rather than in the reports being generated today. We figured out parameters
by demonstrating what reports the system could generate and then gathering feedback fromexperienced users. Now we can figure out what kind of business intelligence we need to look forin the future.

FIGURE 11.2
NAVSEA Website

There is a cultural shift happening.
If you look at the generation that is coming
into the workforce, they are used to having
technology available to them all the time.

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Many governments are in crisis, torn by conflicting interests and faced with insurmountable challenges that span national borders and require resources to be mobilized
on a scale that often exceeds capacity. These governments are criticized for their failure
to respond to market conditions and citizen demands. This is because theory and policy
are rooted in approaches, solutions, principles, and technologies that have become obsolete.
Outmoded approaches to governing are based on traditional values about organizational
structure, processes, and performance. The table below illustrates the evolution of values
from the 19th through to the 21st century. The path of the future is clear, with the focus shiftingto empowerment and a state of transformation that is only really beginning now.
1. Liberal Values (18th Century): covering constitutional and subsidiarity structures; the legal framework:
law, regulations and rules; law enforcement, defence and security; personal justice; and individual rights.

2. Democratic Values (19th Century): covering citizenship; democratic participation through representation;

democratic participation through direct engagement; engaging private interests; and developing the plural society.

3. Social Values (20th Century): covering how needs for and responses to socio-economic support are

determined; service design and production; service delivery; inclusion of all; environmental sustainability;
place development and quality of life.

4. Empowerment Values (21st Century): covering how citizens, communities, groups and interests in society

can be empowered to further their own as well as collective benefits; extending subsidiarity and reciprocity;
governance coherence and balance; transparency and openness; ethics and accountability; trust; empowering
the public sector as an individual actor; empowering the private sector for individual users; and empowering theindividual service user.
FIGURE 11.3: The Evolution of Values 1

Transformation is the way forward for government today. As a strategy, e-government isalready helping public sector organizations master change. To be effective in today’scomplex, connected, and fast-paced world, governments need to redesign their structuresand processes to capitalize on a new set of actors and tools. The approach, strategies,
standards, and technologies can all be defined as e-government.
e-Government can enable a better government. But what does the future model ofgovernment look like? How will we be governed in 2020?

The Transformative Promise of e-Government
What we have illustrated throughout this book is that e-government innovations play apivotal role in the evolution of government programs and services. Change runs the gamut
from new technical infrastructure to reconstructed internal processes to redefined
relationships and new solutions.

Valerie Frissen and Jeremy Millard, et al, “The Future of eGovernment: An exploration of ICT-driven models of eGovernment for
the EU in 2020”, European Commission Joint Research Center (JRC) Scientific and Technical Reports, 2007.
1180

E-GOVERNMENT AND THE FUTURE

Future models of government are suggested by current trends. Many of the trends examinedin this book pertain to those in ICTs. This is because the effective management of
information is a key player in government transformation. In the context of e-government,a range of solutions—from content lifecycle management to contract or case management,
records management, e-discovery, digital rights management, and web experience management—function to help inform citizens in their roles at work, in the family, and in society.
Digitization improves access to information and enhances engagement with government.
Able to connect with their governments across a myriad of interfaces, citizens are inclined toparticipate—and even co-create programs and services (using mobile apps)—and, ideally,
deepen their relationship with their governments based on trust. Many governments
are in the early stages of digitization and managing their digital information assets—animportant first step toward true e-government.

e-Government 2020
In the year 2020, models of e-governments will be:Mobile and connected
Open and transparent
Intelligent
Participatory

e-Governments Are Mobile and Connected
The use of mobile and cloud technologies have made citizen access to government more
direct and immediate. Governments can capitalize on this and apply these technologies
to streamline service delivery through personalized access. Programs and services canbe accessed through the use of digital IDs, such as mobileID, a web-based identification
system that the City of Barcelona is using to give citizens mobile access to services,
discussed in Chapter 9.
A digital identity is the starting point for access to government services, benefits, andentitlements. By 2020, citizens will be assigned a unique digital identity to access services
and complete government transactions online. Interfacing with government will be portableand personalized. Paper documents will no longer be required to complete governmenttransactions. Governments will maintain a secure digital space where each citizen canaccess and update all their data, including their electronic health records.
The majority of government administrative interactions will be digital. Our reliance on
paper-based transactions and documents will be minimized. This is already mandated inmany countries. The Australian government, for example, has set the goal to have morethan 50,000 interactions per year available online by 2017, with Internet as the default
option for most services.
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Global Cloud Market Takes Off
The global cloud market is predicted to grow from$41 billion in 2011 to more than $241 billion in 2020.
$250

PROJECTED

Billions

$200

$150

$100

$50

0
2008

2010

2012

2014

2016

2018

2020

Source: 2011 Forrester Research

FIGURE 11.4: Cloud Market Takes Off 2

As accessibility and bandwidth increases, the economy will also become digitally based.
Governments will be required to support access across many channels. Their focus will beon creating a responsive experience for their users—both internally with public servantsand externally with citizens. A common e-government infrastructure will provide users
with a seamless interface and integrate underlying processes and programs.
Alignment on the back end will integrate different government departments to offer
shared services. Networked government projects will replace today’s bureaucracies,
making governments more flexible and anticipatory in their approach. As they turn toprivate sector organizations to outsource solutions, many government services will
be wholly privatized. As the world becomes smaller due to globalization, international
dialogues will form in a global, competitive marketplace. Laws, regulations, and policies
that impede public/private cooperation will have to be remodeled so that projects takeless cycles to complete and are more cost-effective in the long run.
The City of Surrey in Canada is using a combined e-government solution to digitize services
and create a responsive, mobile experience for its citizens.

2

182

Stefan Ried and Holger Kisker, “Sizing the Cloud”, Forrester Research, April 21, 2011.

I N N O VAT O R S T O RY

City of Surrey“Whether it’s an internal customer
or an external customer isn’t
important. Citizen-centric is
important whether you’re ayouth, a kid, a future investor,
a developer, or you’re just aparent who wants to know
how to register your child forswimming. No matter what yourperspectives are, all of thoseviewpoints matter. And how they
use technology and consume
technology or content matters.”
PROJECT AND RELATIONSHIP MANAGER,CITY OF SURREY
FIGURE 11.5: City of Surrey’s Citizen-Centric Website

With a population of 472,000, the City of Surrey needed a website that was reflective of
one of the fastest growing major cities in Canada. Despite being a truly unique place in which
to live, work, and play in British Columbia, the website was not adequately communicating
the value and strengths of the City to its public. Site navigation was difficult, search wasineffective, and visitors found it difficult to find contacts and city council information. The
City needed to give its citizens multiple ways to interact with content.
The City of Surrey redesigned their website (www.surrey.ca) making it more citizen-centric
by using social media tools to ensure a two-way dialogue with constituents. Community
consultation was conducted through each phase of the launch to engage with people who
had strong opinions and to ensure customer centricity, connectedness, and transparency.
The site’s design reflects the City’s broad community culture; visitors to the new website
are offered a compelling, interactive online experience; and the City is using rich images
and video to showcase the stories of the businesses and people who live there.
On the new site, navigation is straightforward so that information is available and easy tofind. Online transactions are conducted effectively and efficiently. Citizens can report a
problem or submit an inquiry using an online form. All council information, whether it is the
Surrey bylaws or council minutes, agendas, corporate reports, or planning, is organized andeasy to find. Citizens connect directly with their government in a variety of ways, including
mobile apps that showcase things to do in the City and live-streaming council meetings.
With the new site, the City delivers a targeted experience to visitors, pushing information
they care about to the web and mobile devices.
www.opentext.com/e-Government/CityofSurrey

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e-Governments Are Intelligent
As transactions move online across all industries, citizen engagement with governments
will increase. In 2020, governments will have to find a fine balance between collecting
volumes of personal data and protecting the privacy of this information.
The mining of personal data is already a highly charged issue. In 2006, Wired Magazine blew
the whistle on AT&T and Verizon for giving the National Security Council (NSC) access to
network traffic without a warrant.3 With Google’s March 1, 2012 privacy modification that
permits the company to share data across various services and third-party websites, there
are growing concerns about organizations storing millions of user-based Internet searches
and information in a cloud-based data warehouse.4 What would prevent organizations fromsharing information like this with any party, including the government? At the moment,
private sector policies on data protection and law enforcement are not consistent or clearly
articulated.
The USA PATRIOT Act, created to prevent terrorism post-9/11, gives the U.S. government
broad powers to access personal data. With provisions extended by the President, the
PATRIOT Act has become a trade issue in selling cloud computing services to governments
due to fears that providers could be forced to hand over data to U.S. authorities. Thismeans essentially that any company that deals with a company in the U.S. can have its
records and data accessed by the U.S. government. Ironically, the U.S. government will notallow their own data to be stored in foreign clouds. Fears about security of information
caused governments in Europe to consider banning U.S. based cloud firms from competingfor government contracts.5 So who owns information in the cloud and who protects thedata? And, in the wake of big data—with many different data points amassed, examined,
compared, and analyzed—how will this impact privacy for the 2020 citizen?
On the other side of the coin, capturing, combining, and transforming data across silos will
provide deeper insight into how performance can be improved. Technologies like datamining, artificial intelligence, gaming technologies, geospatial technologies, sentiment
analysis, and discovery technologies will help governments respond in a more timely
fashion to natural disasters, protect citizens from crime in real time, and deliver moretargeted services. Governments will be empowered to make critical decisions based onreal-time insights leading to transparency and predictability—and the ability to improve
services and save lives.

Ryan Singel, “Whistle-Blower Outs NSA Spy Room”, Wired Magazine, July 2006, http://www.wired.com/science/discoveries/
news/2006/04/70619 (accessed February 2014).
3

Bob Brown, “Google previews new privacy policy”, Network World, January 31, 2012, http://www.networkworld.com/
news/2012/013112-google-privacy-policy-255529.html (accessed February 2014).
4David Saleh Rauf, “PATRIOT Act clouds picture for tech”, Politico, November 2009, http://www.politico.com/news/
stories/1111/69366.html (accessed February 2014).
5

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E-GOVERNMENT AND THE FUTURE

FIGURE 11.6: Big Data Analytics Produce a Heatmap of Protest Activity Worldwide Januar y-June 2013 6

Governments will be responsible for ensuring the security and authenticity of these volumesof information. They will have to manage information effectively and transparently on
an enterprise-wide basis to ensure the accuracy and authenticity of sensitive data. To
do this, they will need to manage the delicate relationship between transparency andprivacy. Large-scale data mining will be strongly regulated. Record-keeping processes
will be streamlined on a common e-government infrastructure to simplify and secure
the processing of information. Standard metadata will be agreed upon and implemented,
and technologies that allow permissioned access to information will become increasingly
important in preventing infringements of privacy. As society becomes digital and the Internet
engenders a faster pace of crime, governments will need to focus on the developmentof interoperable policies, standards, and systems to prevent identity theft and online fraud.

e-Governments Are Open and Transparent
Open Government will be the new norm in 2020. Governments are already opening up
public access to datasets, such as the Data.gov initiative from the Obama administration
and Open Data in Canada. These initiatives are aimed at increasing public access to highvalue and machine-readable datasets. The application and uses of this information will
stimulate economic growth by creating opportunities for innovation. External organizations
and entrepreneurs are already crowdsourcing solutions for improved government service
delivery.

John Beieler, “Mapping Protest Data”, John Beieler Blog, July 17, 2013, http://johnbeieler.org/blog/2013/07/03/
mapping-protest-data/ (accessed February 2014).
6

E-GOVERNMENT OR OUT OF GOVERNMENT

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FIGURE 11.7: The Canadian Government’s Open Data Initiative

In 2020, new media tools and technologies will continue to increase the transparency andaccountability of governments through exposed government operations. These data
sharing directives will be required to comply with privacy standards, regulations, and licenses.
Accountability will be shouldered as a joint responsibility as governments increasingly
partner with citizens, businesses, government agencies, and even international governments
to produce innovative solutions and services. New challenges will emerge from new businessmodels as governments strive to balance security and privacy with innovation, based on
open access to information.

“With regards to open government, we have launched an initiativeon transparency, citizen collaboration, and open data where two
aspects co-exist: data is the new raw material in the information society
and applying it to push industry growth and business development.
As a reference in the public sector, we are obliged to position Barcelona
as the leading IT city in transparency and collaboration.”
SERGI JEREZ, DIRECTOR OF MOBILE, EGOVERNMENT Y DATA, AJUNTAMENT DE BARCELONA, CITY OF BARCELONA186

E-GOVERNMENT AND THE FUTURE

e-Governments are Participatory
As President Abraham Lincoln stated in his famous Gettysburg Address, the ideal democratic
government is a "government of the people, by the people, for the people.” In the democracies of the future, citizens will have a range of channels available to influence the outcomesof governance policies and programs. They will monitor the performance of governmentson their mobile devices and tablets—watching council meetings, attending a court ruling, orviewing a government debate. Interactive tools will include Internet Protocol television(IPTV), mobile e-voting, and online forums. Citizens and governments will unite in communities of practice where feedback will be collected, stored, and accessed for reuse to create
guidelines and policies for more effective governance.

FIGURE 11.8: Blueprint 2020—Redefining the Future of Public Ser vice

The participatory approach of the future is outlined in the Government of Canada’s “Blueprint
2020: Building Tomorrow’s Public Service Together”—a dialogue about the future of public
service launched in June 2013. This engagement exercise was launched in a first-time-evercoast-to-coast webcast to give voice to public servants in reshaping the future of Canada’s
government.
The multi-channel, bottom-up initiative resulted in conversations hosted on over 120 group
discussions, webinars, face-to-face meetings, townhalls, and hundreds of events organizedacross the country. A groundswell of ideas provided the Government of Canada with a visionof the government’s future. The government has made these available to the public as partof an ongoing dialogue.
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In the future, governments will rely more heavily on citizen participation to guide mission
and policymaking. Based on new partnership models, the roles of government, business,and society will shift. New legislation will help to regulate accountability of governments
in joint citizen and business initiatives.
The adoption of e-government moves beyond using Internet technologies to make services
available to citizens. There are many government activities that fall outside of the realmof delivering programs to the public. Based on the examples that appear throughout thisbook, we can see that improvements in efficiency and service delivery are a culmination ofprocesses that come together behind the scenes. These internal processes are essential to
every aspect of government. Successful government transformation can only be achieved
from the ground up, through the empowerment of public servants.
As governments become central information gathering, processing, and sharing entities,
the role of public servants is evolving. When implemented correctly, e-government
empowers public servants by giving them access to the information, tools, and processes
they need to do their jobs effectively. Approaches have to be user centric, not just citizen
centric. Improved access to information is critical. Participatory government is a bottomup approach that incorporates all users—including public servants. Participation leads toan engaged and impactful cultural shift. This theory is outlined in practice in the feature
below, about the Library of Parliament in Canada.
Like public servants, citizens are likewise empowered by e-governments through accessto services of their choice at their convenience. e-Government increases transparency
and citizen participation in the public sector decision-making process.
e-Governments empower their nations to become digital nations. Digital nations strive todevelop educational programs, encourage entrepreneurship, and foster innovation in order
to commercialize products and services. Governments across the globe encounter similar
challenges in the delivery of their mission activities. Developing and patenting repeatable
solutions, and making them available stimulates economic development and transforms
nations into players on an international stage.
But how does a government transform itself into an e-government? The following chaptersprovide examples of transformation through e-government, detailing agencies and organizations that have adopted open, mobile, and data-centric approaches to governing. The
final chapter in the book, Strategies for Change Management in Government, outlines effective
approaches to transformation with a focus on change management.

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I N N O VAT O R S T O RY

The Library of Parliament, Canada
While the main benefit
is a streamlined workflow,
a second benefit is
the centralization of
information in a single
repository where it canbe easily searched forand accessed.

FIGURE 11.9: Librar y of the Parliament of Canada

The Library of Parliament is the main information repository and research resource for the
Parliament of Canada. An organization of about 350 people, the Library’s team of knowledge
professionals includes lawyers, economists, librarians, social science experts and scientists.
Together they provide expert research and analyses on any issue related to the duties ofparliamentarians in the Chambers, in committee, in caucus, in the constituency or as a memberof a parliamentary association or delegation.
The Library provides research services to parliamentarians, working on very tight deadlines
and schedules. In the past, the process of taking a request from clients was manually based—from intake to research response, the request was handed off in a docket or file folder with all
the challenges inherent in manually tracking a document. Management never knew with any
precision what stage the process was at and the manual process created a duplication of effort
and information. The Library was looking to automate this process and improve transparency byreplacing paper forms and static logs for tracking workload.
The Library’s digital solution is now completely automated, giving researchers time to focus
on areas of their expertise rather than managing the process. It is more transparent, providing
visibility into every piece of work or document in the Library. It also provides the Library withmetrics. Managers can easily track requests and see and adjust bottlenecks. While the main
benefit is a streamlined workflow, a second benefit is the centralization of information in a single
repository where it can be easily searched for and accessed. Documents are automaticallyclassified according to an underlying records management system as part of the solution, and the
Library is now compliant with the Government of Canada’s Record Management Plan for 2014.
www.opentext.com/e-Government/LibraryofParliament189

C H A P T E R
OPEN GOVERNMENT AND CROWDSOURCING

12

CHAPTER 12

CH A PTER

1 2Open Government
and Crowdsourcing
Governments produce huge amounts of information that are only now being recognized asnational assets. Public Sector Information (PSI) plays a fundamental role in the provisionof public services. Over the past decade, governments have launched policy initiatives topromote the reuse of PSI—from developing open license models to establishing regulatory
frameworks and making “open data” available on government websites. Companies thattap into this information can apply newfound knowledge to better understand customers,
create products and services to meet demand, and discover new markets. Governments
have the opportunity to use this information to improve transparency, efficiency, and service
delivery to citizens.
Find
Information

Participation& Engagement

Interoperability

Open
Government
Data

Weather

Multi-Channel
DeliveryVideo/
Media

Research

Pay
Bills

GeneralBanking(Tax)

Government Data
Citizenry Usage
Open Government
Objectives

Identification& Authentication

Audio

Visit
Websites

Accessibility

FIGURE 12.1: Open Government: Empowerment Through Information AccessThis chapter describes the convergence of PSI and technology, and examines the role thate-government plays in driving the open data phenomenon.

What Is Open Government?
Open government is a principle that gives citizens the right to access the documents, data, andproceedings of government to allow for greater transparency. It reflects the necessarybalance between freedom of information and protection of privacy legislation in many
jurisdictions.
192

OPEN GOVERNMENT AND CROWDSOURCING

In an information economy, data is the raw material for new products and services.
Governments around the world have articulated their commitment to facilitating a more
open approach to governing.

“My Administration is committed to creating an unprecedented levelof openness in Government. We will work together to ensure thepublic trust and establish a system of transparency, public participation,and collaboration. Openness will strengthen our democracy andpromote efficiency and effectiveness in Government.”
U.S. PRESIDENT BARACK OBAMA ,MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES, THE WHITE HOUSECanada's commitment to open government is part of the federal government's efforts tofoster greater openness and accountability, to provide Canadians with more opportunities tolearn about and participate in government, to drive innovation and economic opportunities
for all Canadians and, at the same time, to create a more cost-effective, efficient, andresponsive government.1
Canada’s approach to open government is described as a “three-legged stool” based on
Open Data, Open Information, and Open Dialogue. Open Dialogue leverages tools likesocial media to engage citizens in policy development. Open Information makes accessto online information requests faster and easier. The third leg in the stool is Open Data,
which we will discuss below in more detail.
OPEN
GOVERNMENTCITIZENPARTICIPATIONPROFESSIONALINTEGRITY

OPEN INFORMATION- Modernizing the Administration of ATI- Virtual Library- International Aid Transparency Initiative- Opening Government of Canada Records- Advancing Recordkeeping in GCDOCS- User-Centric Web Services − GCWeb

OPEN DATANEWTECHNOLOGIESAVAILABILITYOF INFO- Open Data (data.gc.ca)- GC Resource Management Data

OPEN DIALOGUE- Consulting Canadians- Open Regulation

FIGURE 12.2: Canada’s Commitment to Open Data 2
Government of Canada, “Canada’s Action Plan on Open Government”, data.gc.ca, http://data.gc.ca/eng/canadas-action-planopen-government (accessed February 2014).
1

2

Ibid

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The Open Government Partnership (OGP)The Open Government Partnership (OGP) was launched in September 2011, whenthe eight founding governments (Brazil, Indonesia, Mexico, Norway, Philippines, South
Africa, United Kingdom, and the United States) endorsed an Open Government Declaration.
The declaration outlines a voluntary, multilateral mandate to “promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance.”3
The OGP is a dynamic global movement that promotes open government, free dialogue,
and sharing among governments, civil society, and private sector organizations. Since its
inception, the OGP has grown to include 62 participating countries (as indicated on themap below) in a worldwide movement that goes beyond strengthening accountability toconnecting data across governments on a global spectrum.

FIGURE 12.3: OGP—Global Representation“Africa needs open government: on a daily basis, ordinary citizens face thechallenge of a lack of transparency and accountability. The Open Government
Partnership presents a real opportunity to build a new trustful relationshipbetween African citizens and their governments.”
GILBERT SENDUGWA, HEAD SECRETARIAT AFRICAN FREEDOM OF INFORMATION CENTRE

3194Open Government Partnership, http://www.opengovpartnership.org/ (accessed February, 2014).

OPEN GOVERNMENT AND CROWDSOURCING

To become a member of the OGP, a nation’s government must support its high-level
Open Government Declaration, deliver an action plan developed with citizen input, andprovide progress reports against the plan. The U.S., for example, has achieved 24 of the
26 steps it outlined in its open government action plan to encourage public participationin government, increase transparency, and manage public resources efficiently. Part of thisinvolved its launch of the “We the People” petition platform, which is used by more than 10
million people, has opened up thousands of government data resources on Data.gov, andexpanded the transparency of federal records by improving Freedom of Information Act(FOIA) records processing and declassifying more documents. 4
To date, almost 1,000 commitments have been made by OGP countries to make theirgovernments more open and accountable.

Open Government Standards
The Open Government Standards were initiated in 2012 to coincide with the presentationof OGP National Action Plans. The initiative aims to define open government based on
open government policy measures. In other words: what constitutes an open governmentand how can new technologies advance transparency?

FIGURE 12.4: Open Government Standards

Gayle Smith and Nick Sinai, “Open Government Progress” The White House: Open Government Initiative Blog,
October 31, 2013, http://www.whitehouse.gov/blog/2013/10/31/open-government-progress (accessed February 2014).
4

E-GOVERNMENT OR OUT OF GOVERNMENT

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What Is Open Data?
Open data is information that is accessible, available in digital machine-readable format,
and reusable under open license terms.
The full Open Definition breaks this down into the following characteristics: 5
Availability and access: Data should be available as a whole in readable format,

preferably by download over the Internet.
Reuse and redistribution: Data should be available under terms that permit reuse

and redistribution.
Universal participation: Everyone should be able to use, reuse, and redistributedata without discrimination.
Interoperability is essential to achieving the benefits of open data. Interoperability refers
to the ability of diverse systems and organizations to work together to combine datasets.
The focus of open data is on non-personally identifiable data (information contained inmaps, genomes, chemical compounds, mathematical formulae, and medical data, to namejust a few) that can be aggregated into context for value. Access to government information
is made available via an Open Government License (OGL). Proponents of open data insist
that access be opened up without restrictions like copyright, patents, etc., including thedevelopment of derivative works. Open data is inexorably tied to technology and is part ofa larger movement that incorporates open source software, open hardware, open content,
and open access.
There are many areas where the analysis of large datasets can be of tremendous value.
Along with increasing transparency and accountability, the high-level benefits of open data
include creating a more participatory government through approaches like crowdsourcing,
citizen empowerment, innovation and business development, improved efficiency andproductivity, and new meanings based on context and combined sets of data.

Why Is Open Data Important?
Open data is good for the economy. The European Commission predicts that the open data
revolution could bring as much as $55 billion in economic benefit a year to the continentalone. 6 Once opened up, information based on water quality, border wait times, healthtrends, flight tracking, and crime statistics can be accessed and transformed into userfriendly applications to improve the lives of citizens.

196

5Open Definition, http://opendefinition.org/ (accessed February 2014).

6

McKinsey Global Institute, "Open data: Unlocking innovation and performance with liquid information", MGI, October 2013.

Public
Data

R

Economic
Cycle ofOpen DataEnd

Commercia
liza
tio
n

c Benefits
nomi
Eco
o
i
oc

w

eds
Ne

ase
ele

Ne

OPEN GOVERNMENT AND CROWDSOURCING

U s er C o n s u m p ti o nS

FIGURE 12.5: Economic Cycle of Open Data

In 2013, geospatial data was estimated to generate $270 billion in global revenue.7
Geospatial data is the foundation of many map- and weather-based applications. Recognizing
the importance of reliable data for this growing industry, the Government of Canada
has established a Federal Geospatial Platform. 8 Unlocking the government’s geospatial
information and combining this with data across departments, for example, will affectdecisions made about natural resource development, renewable energy, environmental
management, and regulations. Consolidating data from many sources with clear analysis
enables evidence-based decision making. Government itself can become better informed
and more effective in responding to emerging trends.
Open data promises unlimited potential in its combinations and applications of information.
New combinations create new applications of knowledge, which lead to innovations thathave yet to be conceived. To fully capitalize on this resource, governments must commit to
making their data available. The development and consensus of standards is also critical sothat datasets can be easily accessed and combined in similar formats.
Applications built on open data have exploded. Google Maps ® is based on public transit
data made available on websites around the world. Danish website husetsweb.dk offers
ways to help citizens increase the energy efficiency of their homes, based on surveys andgovernment subsidy data.9 FixMyCity is another app that enables citizens to report issues
via mobile devices with GPS directly to their municipality. Some of these applications arebeing crowdsourced and are based solely on the availability of open data.
“Recap 2013: Most discussed Geospatial News”, Geospatial World, December 2013, http://geospatialworld.net/Paper/
Business/ArticleView.aspx?aid=30791 (accessed February 2014).
7“The Federal Geospatial Platform”, Natural Resources Canada, http://www.nrcan.gc.ca/earth-sciences/geomatics/canadasspatial-data-infrastructure/geospatial-communities/federal (accessed February 2014).
8“Why Open Data?”, Open Data Handbook, 2012, http://opendatahandbook.org/en/why-open-data/index.html,(accessed February 2014).
9

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FIGURE 12.6: Open Data Benefits Home Owners in Denmark

Open Data and Crowdsourcing
Crowdsourcing is a great example of democracy in action, as enabled by e-government
technologies. The use of crowdsourcing has created new opportunities for citizens toengage with governments at all levels. It gives governments the ability to solve complex
and dynamic challenges by outsourcing solutions to citizens. When properly implemented,
crowdsourcing solutions are a cost-effective and innovative way for governments to overcome challenges, engage with the community for unique insights, and build trust with citizens.
The term “crowdsourcing” was coined by editors Jeff Howe and Mark Robinson at Wired
Magazine in 2005. It means essentially “outsourcing to the crowd”. According to theirdefinition, it is “the act of a company or institution taking a function once performed by
employees and outsourcing it to an undefined (and generally large) network of people in
the form of an open call... The crucial prerequisite is the use of the open call format andthe large network of potential laborers.”10

Jeff Howe, "Crowdsourcing: A Definition", Crowdsourcing Blog, June 2, 2006, http://crowdsourcing.typepad.com/
cs/2006/06/crowdsourcing_a.html (accessed February 2014) .
10

198

OPEN GOVERNMENT AND CROWDSOURCINGFIGURE 12.7: An Early Form of Crowdsourcing

Early forms of crowdsourcing go back as far as 1858 with projects like the Oxford English
Dictionary (OED), which involved volunteers looking through books for every instanceof a word and sending this information to editors compiling the OED. Many examples
take the form of contests issued to the public by consumer companies, such as the Pillsbury
Bake-off in 1949. The bake-off was so popular that it is still held today, with prizes awarded
for the best recipes and inclusion in a cookbook full of “crowdsourced cooking tips.”11
Today, crowdsourcing is an online, distributed problem-solving approach that has become
more widespread, fueled by easy access to web, social, and mobile technologies as enablers
for collaboration and ideation.

“I think the most exciting thing…is that we don’t know the coolest things
that are going to come out of it. With open data, the best thing about it isthat other people find these amazing ways to use it.”GARETH MACLEOD OF TINKERCOIN“Top 5: Oldest Examples of Crowdsourcing”, Article One Partners, September 16, 2011, http://info.articleonepartners.com/
top-5-oldest-examples-of-crowdsourcing/ (accessed February 2014).
11

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The Wisdom of the Crowd
Crowdsourcing capitalizes on collective intelligence or the “wisdom of the crowd”. It isbeing applied by governments and not-for-profits as a problem-solving tool for community
building, civic engagement, and funding.
Crowdsourcing occurs at the grassroots level with governments maintaining a presence
but handing control of the evolution of an idea or approach to governing or planningover to citizens. Once open data is available, the network effect takes hold and data
becomes increasingly more valuable as more people contribute and participate.

FIGURE 12.8: Wikipedia—Available in 287 Languages

Wikipedia is the modern-day equivalent to the centuries-old OED crowdsourced project. The
approach is similar but the collaborative tools have evolved. Wikipedia is a collaboratively
edited, multilingual, free online encyclopedia that currently ranks fifth among globally
visited websites.12 Volunteers from around the world collaborate to write and submit 30
million articles in 287 languages in this massive online wiki. Studies that have been completed
to assess the reliability of Wikipedia have found the content to be of a high standard, witha level of accuracy in places comparable to Encyclopædia Britannica.13

12“Wikipedia”, Wikipedia, http://en.wikipedia.org/wiki/Wikipedia (accessed February 2014)“Wikipedia survives research test”, BBC News, December 15, 2005, http://news.bbc.co.uk/2/hi/technology/4530930.stm(accessed February 2014)..
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OPEN GOVERNMENT AND CROWDSOURCING

In the public sector, evidence suggests that civic co-creation of programs and services canlead to improved outcomes, especially in the areas of health services, crime prevention,
education, neighborhood services, and social programs. The previously mentioned FixMyCity
is a good example of this. People are given a fast and easy way to report non-emergency
issues in their neighborhood, such as potholes, blocked storm drains, and downed street
signs through direct engagement with the municipal government. Public works departments
can use the information to allocate resources and address issues, making government more
responsive, effective, and efficient.
Crowdsourcing has shown that a community is more likely to come together to solve issues
when they are directly impacted and their participation is making a difference. As digitalcitizens, the public is crowdsourcing at a global level to save lives—from Ushahidi, theonline mapping platform that saved lives in the Haiti earthquake to using Twitter totrack diseases.

FIGURE 12.9: FixMyCity

Internally, both the U.S. and Canadian governments are crowdsourcing to improve engagement and performance. The SAVE Award (Securing Americans Value and Efficiency) recognizes U.S. Federal employees for thinking outside the box to make government more efficientand bring value for taxpayer dollars. To date, Federal employees have submitted more than85,000 ideas, with the most promising ideas included in the President’s Budget.14

14”The President’s SAVE Award”, The White House, http://www.whitehouse.gov/save-award (accessed February 2014).

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In Canada, the Head of the Public Service in Canada invited government employees
across the country to take part in a dialogue about the future of the public service.
Based on a vision of governing in the future called “Blueprint 2020”, employees canuse an online form or template, an email address, and private, collaborative spaces toparticipate, share, and provide feedback on the strategic vision.

The Benefits Outweigh the Challenges
Using technology to tap into collective intelligence and create solutions does present
challenges. Legal issues around copyright and intellectual property can arise for participants
involved and businesses that sponsor crowdsourced ventures. These can be avoided byhaving policies in place to protect intellectual property and prevent copyright violations.
One example is the Digital Millennium Copyright Act (DMCA) that describes terms of use
for websites.
Crowdsourcing is an extension of democracy. It brings new insights and innovation to issuesof governance. Despite the inherent challenges, governments should look to the wisdomof the crowd to address challenges that cross jurisdictions, like transportation andthe environment. Many governments can use crowdsourcing to deliver services costeffectively in the wake of budget cuts and financial recession. Capital investment canbe minimized by using existing e-government infrastructure and technologies as key
facilitators. Often, crowdsourced solutions are created at a faster pace, bypassing thebureaucratic red tape traditionally associated with government projects.
Cost is not always a factor in a project’s success. Benefits can also be measured in termsof social value. The co-delivery of government services by citizens makes for a moreengaging democratic process, involving citizens directly in government. Throughout theprocess, citizens have the opportunity to connect more deeply with their governmentand build trust. Joint initiatives, developed using e-government technologies, can makea government more responsive and relevant to its public.

“Blueprint 2020 is engaging public servants in an unprecedented variety
of ways… We are seeing groups of employees self organize to crowdsource
solutions using new tools. On the web, the Blueprint 2020 vision document
has been consulted over 125,000 times. The dialogue resulted in morethan 13,000 tweets from June to November using the #GC2020 hashtag.
Blueprint 2020 continues to be about public servants taking ownership of
the process."
WAYNE WOUTERS, CLERK OF THE PRIVY COUNCIL AND HEAD OF THE PUBLIC SERVICE, GOVERNMENT OF CANADA

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OPEN GOVERNMENT AND CROWDSOURCINGOpen Data Global Initiatives
Canada: www.data.gc.ca
The Government of Canada (GOC) has committed to implement five open data principles
and best practices by 2015. As part of this exercise, the GOC recently launched its
Open Data Portal from which federal data can be downloaded free of charge. The portal isbased on an open source software platform and features targeted search and Web 2.0
capabilities such as blogs, comments, and social feedback.

FIGURE 12.10: Data.gc.ca

There are currently over 265,000 datasets compiled by over 20 departments and agencies
on the portal. While this information helps to inform Canadian citizens, who can, forexample, compare year-over-year federal budgets, there is also great opportunity tomine and combine this data to develop apps. A Developer’s Corner offers software tools
such as APIs, open data file formats, and an open data metadata element set. Access to
information is based on a new Open Government Licence which offers unrestricted reuse of government data and information for commercial and non-commercial use.
Many departments are aligning open data initiatives with the GOC’s Action Plan on
Open Government. As part of the International Aid Transparency Initiative (IATI), forexample, information on international assistance through former Canadian International
Development Agency (CIDA) is available to help donors publish information and increase
the transparency of aid throughout the world.
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FIGURE 12.11: Geo-Enabling Aid Information Through the IATI Standard 15

To further demonstrate its commitment to open data, the Canadian Federal government
has allocated funding towards creating an Open Data Institute in Waterloo, Ontario, Canada. A
mix of public, private, and academic organizations are involved in the endeavor, including
the Canadian Digital Media Network (CDMN), the University of Waterloo, Communitech,
OpenText Corporation, and Desire2Learn, Inc. A key objective is the development of acommon framework for open data to establish a standard that businesses can use whenaccessing data sources.
President of the Treasury Board, Government of Canada, Tony Clement is the country’s
strongest political proponent of open data. What follows are excerpts from an interview
between Tony Clement and Mark Barrenechea, President and CEO of OpenText.

"With increased access to government data repositories, developers will
be able to create applications, advance the digital economy, and expand
the boundaries of the possible.”
MARK J. BARRENECHEA, OPENTEXT PRESIDENT AND CEO“Geo-enabling aid information through the IATI standard”, International Aid Transparency Initiative (IATI)
http://www.aidtransparency.net/news/geo-enabling-aid-information-through-the-iati-standard (accessed February 2014).
15

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T R A N S F O R M AT I O N I N A C T I O NOpen Data:
The Natural Resourceof the 21st Century
MARK BARRENECHEA: What is the CanadianGovernment’s position on open data andopen government?

TONY CLEMENT: You can’t have big data without

You called open data the “natural resourceof the 21st century” and you see it asimproving not only government, but theeconomy as well.

This is a natural resource that unlocks the door
to many things, and it makes the government
more accountable. One of the sites that I opened
up this year was for real-time compare-andcontrast on budgetary items within the federal
government. You used to need a Master’s thesis
Do you think this will change the way
to understand how to unlock the budgetary cycle
government operates in terms ofof the Canadian government. Now it’s a lot easierefficiencies and effectiveness?
It’s going to be revolutionary and in some cases to keep the government accountable, which is of
disruptive, but disruptive in a positive, entrepre- course, an element of our democracy.
neurial way. We have a border app, which tells
I’m a developer at heart; I like to say
people which border sites are congested andthat developers make all things possible.
which are open. That’s valuable information.
You need a few ingredients: you need data,[Open data] will revolutionize the flow of
you need APIs, and you need a long-term
information and the way government operates
commitment to attract the community.
with its citizenry. We’ll have much more of aIs the government committed to this for
two-way flow of information.
open data. You can’t have all of the applications,
all of the innovations that are the result of data
being available, without having open data fromgovernment sources.

the long term?

“[Open data] will revolutionize
the flow of information andthe way government operates
with its citizenry.”
TONY CLEMENT ,PRESIDENT OF THE TREASURY BOARD,GOVERNMENT OF CANADA

Absolutely, we’re one of the original signatories
for the Open Government Partnership (OGP),
which is a worldwide movement. You can’t justsign up; you have to commit yourself to meetingcertain goals. They are common goals in the sensethat we want more open government and wewant more open data. It requires us to have aprocess by which we interact with civil society
on an ongoing basis.

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United States: data.gov
The U.S. Government is making data more accessible and useful for citizens and government
more accountable through its commitment to treat federal information as a strategic asset.
Data.gov is the flagship Open Government Initiative from the U.S. Executive Office of the
President and supports the principles of open government: transparency, participation,and collaboration. Information has been uploaded from 176 agencies and sub-agencies,
with 88,137 datasets available on the site for download. From this data, 349 applications
have been developed by citizens, of which 137 are mobile apps.

FIGURE 12.12: Data.gov

An Innovator Toolkit is available, along with 409 government APIs and access to open sourcecode. The site promotes participation and interaction using blogs, feedback mechanisms,
and a community page that organizes datasets based on industries or areas of interest.

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OPEN GOVERNMENT AND CROWDSOURCINGFIGURE 12.13: Open Data—Helping U.S. Farmers Manage Crops

The lens of the open government movement is focused on how society benefits from freeaccess to information. In the U.S., federal data has been used to help the media expose
inconsistency in hospital billings, to educate citizens about social services, to aid farmers
in the management of their crops, and to help educators develop curriculum. Space agency
NASA, for example, has released data on 50 years of space exploration, making over 200
datasets available. My NASA Data (MND) gives the public access to satellite data, which
can be generated into charts, plots, and graphs. These can then be incorporated into
lesson plans to enhance curriculum and advance education and research.

FIGURE 12.14: Opening Up 50 Years of Space Exploration to the Public

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United Kingdom: data.gov.uk
As a founding member and co-chair of the Open Government Partnership (OGP), the UK
Government has continued to develop policies that promote the re-use of public sector
information. In 2010, the UK Government launched data.gov.uk, a searchable portal torelease public data. Over 9,000 datasets are currently available on the website, from all
central government departments and government bodies.
To maximize the benefits of public sector information, the U.K. has established the Open
Government Licence (OGL) as its default license for public sector information. The Open
Data Institute (ODI), chaired by Sir Tim Berners Lee and Professor Sir Nigel Shadbolt, wasestablished to demonstrate the commercial value of open data through the mentorship of new
ideas and innovation. Other UK initiatives, such as the Open Data User Group (ODUG),
legislation.gov.uk, and the UK Regulatory Framework have influenced open government
activities in other jurisdictions.

FIGURE 12.15: Data.gov.uk“…the [OGL] gives principles for what we mean by ‘open’ in ‘open data’ or‘open content’. This means that open material can be used and shared byanyone for any purpose, and—crucially—that open material can be freely
combined without legal issues. This relatively short bit of text helps tokeep the digital commons interoperable, serving as a green light for reuse
and remixing. The fact that the UK government’s new default licence is now
compliant with the definition, formally makes good on official commitments
to make open the new default for public sector data.”
JONATHAN GRAY, DIRECTOR OF POLICY AND IDEAS, THE OPEN KNOWLEDGE FOUNDATION

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Germany: govdata.de
As of 2013, the latest coalition government in power in Germany stated their intention
to join the ODP, making a commitment to open government a part of their legislative
agenda. Germany’s current open data portal, GovData.de, is based on a custom licensemodel, which potentially excludes Germany from a larger, global data pool.16 Joining the
ODP paves the way for Germany to implement a common license to allow for greaterinteroperability and combinations of datasets. Additional open data initiatives areunderway in Germany, including the Open Data Network, The Government 2.0 Network
Germany, The Internet & Society Collaboratory, and Apps für Deutschland.
Conceived at Government 2.0 Camp Berlin 2009, the Government 2.0 Network Germany
is made up of volunteers interested in advancing the cause of Government 2.0—a moreparticipatory and engaged government based on emerging web technologies.

“We welcome Germany joining that race, for Germany’s sake but also
because we know that as more countries provide data about more things,
so we all will get a picture of the state of the whole world, a picture
which is very important in this crucial era.”
TIM BERNERS LEE, W3C CONSORTIUM AND ADVISOR OF THE UK GOVERNMENT ON LINKED OPEN DATAFIGURE 12.16: GovData.de

Maria Schroder and Christian Heise, “From OpenGovData to GovData: Why Germany needs the OGP (and the OGP needs
Germany)”, Open Gov Blog, February 15, 2013, http://blog.opengovpartnership.org/2013/02/from-opengovdata-to-govdatawhy-germany-needs-the-ogp-and-the-ogp-needs-germany/ (accessed January 2014).
16

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e-Government: A Platform forOpen Data and Crowdsourcing
Governments around the world are establishing more consistent information management
structures, standardizing the way this data is stored and presented, and endorsing
the publication of federal data in machine-readable formats. What is the role thate-government plays in all of this?

Citizen/Business

Web Technologies
Business Process Management
MobilityEnterprise Repository

Business Process Management
Enterprise Repository

Government
Services

ReleaseOpen
PolicyBusiness Process Management
Enterprise Repository

E-Government
IT Services

Storage

Data
Creation

Web Technologies
Business Process Management
Mobility

Government
Processes

Web Technologies
Business Process Management
MobilityEnterprise Repository

Business Process Management
MobilityEnterprise Repository

FIGURE 12.17: The Open Data Lifecycle

As nations, organizations, and citizens share, use, and release more open data, we can see a
new web emerging. With the open data movement, the potential of unlimited access to content is becoming clear as boundaries blur between the Internet, the Deep Web (information
behind firewalls), open data, and search engine content. e-Government technologies arebeing developed to deliver faster and more secure access to this content.
As part of a complete solution, an e-government system standardizes data on a common
infrastructure and opens up access to this content through search and archive capabilities.

The Importance of Archiving to Open Data
Open data requires a robust archive. Archiving delivers a multi-faceted, comprehensive
solution that can handle massive volumes of data—tens and millions of documents—
increasingly common in government organizations today. Government organizations can use
archiving to capture digital information and make it more accessible. For open government,
effective archiving ensures that the analysis of trends over time remains possible.

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OPEN GOVERNMENT AND CROWDSOURCING

With Content Archiving

CreatePublishFrequent Use

Limited Use
Compliance
Use Only
Destroy
ENTERPRISE DISKMODULAR DISKSATACAPACITY TAPE

$47-67/GIG$18-26/GIG$4-10/GIG$1-2/GIG

FIGURE 12.18: Open Data Needs a Robust Archive

Archiving is a critical component of sound governance practices. Information can be
stored and managed in a single repository, making it easier to manage and less costly tooperate. Tiered storage allows for content to be stored where appropriate, at different
stages in its lifecycle. Information is easier to find, improving efficiency and response
times, and reducing the time and cost involved in processing legal e-discovery requests.
The lifecycle of federal content and information starts with the business applications usedmost in agencies and associated data, documents, and records. Keeping a separate archivefor each of these applications is proving to be too costly and complex. e-Government
provides a single archiving backbone for all types of information.
Fully integrated e-government solutions deliver an automated system that removes thecomplexities of information lifecycle management, records management, process automation, storage, and archiving. Cross-repository functionality such as federated records
management and enterprise search, along with collection tools are also importantcomponents of open data.
The Government of Canada has standardized its approach to data and records management
across the public service with GCDOCS, a hosted, government-wide information management system. GCDOCS supports the Open Information stream of the GOC’s Open
Government Initiative and is currently being implemented in a number of departments
and agencies.

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GCDOCSFIGURE 12.19:
GCDOCsTo meet directives for effective recordkeeping practices and information management, as wellas the mandate to retain any data created after 2017 in digital format only, the Governmentof Canada (GOC) adopted a hosted, government-wide solution for archiving and records
management. GCDOCS is an e-government system that is currently helping departments
create, acquire, capture, manage and protect the integrity of information resources of businessvalue in the delivery of Government of Canada programs and services.
The move to GCDOCS was an exciting opportunity for government departments to startcomprehensively managing their digital information resources. The e-government solution ismore than just a records management tool: GCDOCS embraces an enterprise-wide design that
effectively manages all of its information in a consistent manner. The solution is also being usedas the central repository for storing structured and unstructured information.
With GCDOCS, the government is considering information management transformation froma much higher and broader perspective. As a full information lifecycle management system,
GCDOCS manages information in the background, placing no burden on the end user beyond
the needs of regular document management best practices and departmental standards. The
focus is on usability to leverage the value of information. Today, GCDOCS is making it easier for
90,000 civil servants to do their jobs and provide Canadians with information on programs andservices more efficiently. Dozens of line departments are using GCDOCs to work consistently
with central agencies. Long-term plans are to roll out the solution to the entire federal
government to help the GOC achieve its vision to function as a fully digital government by 2017.

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OPEN GOVERNMENT AND CROWDSOURCING

e-Governnment provides the national infrastructure required to promote open
government. Open government strengthens the relationships between governments,
industry, academia, and citizens for improved efficiencies in service delivery, advancesin education and research, increased innovation and entrepreneurship, and economic
gains and prosperity.

Government
International
Commitments

Governmentof Canada

Release data, co-operatewith industry and academia,change policies to suit demand,launch competitions, fundinnovation, etc.

Industry
Provincial
Governments

Municipal
GovernmentsColleges

Universities

Regional Leadership
Forum
Annual National
Planning Forum

Multinationals

Associations
and Centers of
ExcellenceStart-up

Fund innovation,
collaborate withgovernment andacademia, sponsor
competitions,developapplications, etc.

Academia

National
Infrastructure
Open Data Institute

Institutes

Build capacity,
innovate, sponsor
programs, cooperatewith government
and industry, etc.

Associations

FIGURE 12.20: Powering an Open Government Platform

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C H A P T E R
E-GOVERNMENT AND BIG DATA

13

CHAPTER 13

CH A PTER

1 3

e-Government
and Big Data
Big data has received a lot of hype lately—for both the challenges and the opportunities
it presents across all industries. For most organizations, big data is not a trend but the realityof doing business. It describes the increasing volume, velocity, and variety of informationthat organizations face every day. This deluge of data consists of both structured andunstructured information and is fueled by emerging technologies and devices that provide immediate access and exchange of information.
In a recent report, McKinsey Group identifies big data as the next frontier for innovation,competition, and productivity.1 What potential does it bring to the public sector? This chapter
discusses the impact of big data on the public sector and explores how e-government canhelp organizations unleash the power of their information in new and innovative ways.

How Much Data?
IDC predicts that by 2020 the world will generate 50 times the amount of information
it does currently.2 New technologies, skills, and analysis will be required to mitigate thecost of creating, capturing, managing, and storing information.
Organizations are collecting increasingly detailed amounts of information. Consumers
are adding to this data volume as the ability to create and share data has been revolutionizedby the number of people, devices, and sensors connected to digital networks. Multimedia is
the most popular format of data shared on the Internet. Over six billion hours of video
are watched each month on YouTube—that's almost an hour for every person on Earthand 50 percent more than last year.3 As far a social media is concerned, 1,310,000,000
active Facebook users per month share over one million links and three million messages 4
and upload 350 million photos a day.5
Finally, the devices, sensors, RFID tags, meters, and smart appliances that make up theInternet of Things are also contributing to the growth of big data. According to Gartner
there will be nearly 26 billion devices on the Internet of Things by 2020.6
1

McKinsey Global Institute, “Big data: The next frontier for innovation, competition, and productivity”, McKinsey & Company, 2011.

John Gantz and David Reinsel, “The Digital Universe in 2020: Big Data, Bigger Digital Shadows, and Biggest Growth in the Far
East”, IDC, December, 2012.
2

3“YouTube Statistics”, YouTube, http://www.youtube.com/yt/press/statistics.html (accessed February 2014).

4“Facebook Statistics”, Statistics Brain, January 1, 2014, http://www.statisticbrain.com/facebook-statistics/ (accessed February 2014).

Craig Smith. “By the Numbers: 64 Amazing Facebook User Statistics”, Digital Marketing Ramblings, December, 2013, http://
expandedramblings.com/index.php/by-the-numbers-17-amazing-facebook-stats/#.UtMD3_v5OXM (accessed February 2014).
5

6

216

“Gartner Says the Internet of Things Installed Base Will Grow to 26 Billion Units By 2020”, Gartner Inc., December 12, 2013.

E-GOVERNMENT AND BIG DATAThe Digital Universe: 50-fold Growth fromthe Beginning of 2010 to the End of 2020
40,000PROJECTED

Exabytes

30,00020,00010,000

0
2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

FIGURE 13.1: Growth of Information by Exabytes7

Big Data in the Public Sector
Government agencies collect massive amounts of information from web logs, citizen
transactions, medical files, satellite images, weather sensors, research programs, disease
tracking, anti-crime activities, and more. This information holds great potential for analysis,
insight, and innovation.
Despite all this information, governments are leveraging its potential. In a survey ofstate and local government CIOs and IT managers, 79 percent predicted that it would be
three years before they could take advantage of big data. The same survey participants
recognized the advantages of using big data—for gains in efficiency (57 percent); speed
and accuracy of decision making (54 percent); and providing a deeper understanding of
citizens’ needs (37 percent). Of those surveyed, only two percent have developed a big
data strategy.8
Agencies are grappling with managing and digitizing their data. Even in countries withadvanced e-government programs, agencies still fail to make information available acrossorganizational silos and disparate systems. Much of the information is duplicated and stored
numerous times. IT budgets are allocated to modernizing legacy systems, consolidation,
mobile apps, security, and connectivity, rather than to big data processing.
7

Ibid.

MeriTalk, “State and Local Agencies Expect Data to Double in Next Four Years; Show Little Adoption of Big Data”, MeriTalk
Press Release, April 29, 2013.
8

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The type of data generated and stored varies by sector 1
Video

Image

Audio

Text/Numbers

Banking
Securities and Investment Services
Insurance
Discrete Manufacturing
Process Manufacturing
RetailWholesale
Professional Services
Consumer and Recreational Services
Health Care
Transportation
Communications and Media2
Utilities
Construction
Resource Industries
Government
Education
PenetrationHigh

MediumLow

We compiled this heat map using units of data (in files or minutes of video) rather than bytes. 2 Video and audio are high in some subsectors.
Source: McKinsey Global Institute analysis

1

FIGURE 13.2: Types of Data Generated and Stored by Sector 9

Despite conflicting priorities, there is widespread recognition that big data must be
unlocked to realize its true value. In March 2012, the Obama administration launched a$200 million big data initiative to promote the use of big data for scientific discovery,
environmental and biomedical research, education, and national security.10 As describedin Chapter 12, governments around the world are making big data sets available as partof the open data initiatives.
Big data creates big value. In the same study referred to above, 69 percent of federal IT
professionals expect big data to help the government work more efficiently, with costsavings of $500 billion.11
In a separate study on big data in the public sector, McKinsey assessed its value at $300 billion
a year for the health care sector alone, based in part on reduced national expenditures.12
The same report concludes that government administration in Europe could save more than€100 billion ($149 billion USD) in operational efficiency by using big data.13
9McKinsey Global Institute, “Big data: The next frontier for innovation, competition, and productivity”, McKinsey & Company, 2011.

“Obama Administration Unveils ‘Big Data’ Initiative: Announces $200 Million in New R&D Investments,” The White House,
March 29, 2012, http://www.whitehouse.gov/sites/default/files/microsites/ostp/big_data_press_release.pdf (accessed January 2014).
10

MeriTalk, “Smarter Uncle Sam: The Big Data Forecast”, MeriTalk Press Release, 2013, http://www.meritalk.com/pdfs/
emc-big-data/Smarter_Uncle_Sam_Press_Release.pdf (accessed February 2012).
11

218

12

McKinsey Global Institute, “Big data: The next frontier for innovation, competition, and productivity”, McKinsey & Company, 2011.

13

Ibid.

E-GOVERNMENT AND BIG DATA

51%

44%

31%

69%

Improving Processes& Efficiency

Enhancing Security

Predicting Trends

Big Data Will Help
Government Work Smarter

Figure 13.3: The Value of Big Data in the Public Sector

When managed effectively, big data can create significant value by increasing transparency,
measuring performance, enabling more accurate and informed decision making, personalizing citizen services, and advancing innovation to contribute to economic growth andcompetitive advantage.

The Hidden Value of Big Data
Data held by government agencies is an asset. When big data is unlocked, it has thepotential to enhance public sector performance in administration, health care, scienceand research, transportation, infrastructure, education, security, and social sciences.
Benefits are already being realized by applying predictive modeling to clinical trials,
advanced analytics to test the effectiveness of patient treatments, and the analysis
of public health surveillance to detect the outbreak of disease—as illustrated in thefollowing story about Global Public Health Intelligence Network (GPHIN).
With e-government solutions, organizations like GPHIN gain leading-edge capabilities,
including progressive search, semantic analytics and navigation, and categorization, alldesigned to mine, extract, and present the true value of big data.
The ability to store, aggregate, combine, and analyze big data has become easier as
technology trends have reduced associated costs and technology barriers. For agencies
to realize the hidden value of big data, they must effectively manage big data and derive
insights from this information. e-Government helps agencies find the hidden knowledge
locked within big data.
e-Government solutions can be used to capture, combine, and transform data across information silos into formats that can be analyzed for deeper business insight. The first step
toward extracting value from data is managing the data. e-Government solutions integrate
data on a common platform where it can be secured, accessed, exchanged, and archived.

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Global Public HealthIntelligence Network (GPHIN)
Processing up to
20,000 articles a day,
it would be impossible
to track this volume
without having theright technology
in place.

FIGURE 13.4: Translingual Text Mining Results

The Global Public Health Intelligence Network (GPHIN) Centre for Emergency Preparedness
and Response Public Health Agency of Canada uses the latest technology to spot threats tohuman life. The GPHIN system uses translingual text mining to assign relevancy scores tonumerous articles coming from worldwide sources, helping analysts count and track instancesof possible threats.
Unlike its American counterpart ProMed, GPHIN does not just track diseases. The groupmonitors any threat to human life—natural or man-made—for example, bush fires in California,
pestilence outbreaks in Africa, even theft of nuclear material. As such, the Canadian team andits technology are continuously monitoring over 1,000 potential threats around the globe.
The team publishes eight different reports, three times a day. It is precisely this monitoringby organizations like GPHIN that triggers responses—such as the World Health Organization(WHO) declaring H1N1 a pandemic, which in turn accelerates the development of vaccines.
Processing up to 20,000 articles a day, it would be impossible to track this volume without
having the right technology in place.

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Increase Transparency
Greater transparency into information and performance improves accountability.
Agencies can make use of advanced analytics like predictive analysis to identify costs
savings and to detect fraud, waste, and error. Anomalies in the receipt of benefits canbe revealed, for example, to reduce instances of fraud. Data from different sources anddepartments can be combined to identify productivity gaps. Greater levels of transparency
save time and money and help to optimize resources for maximum efficiency.

Improve Productivity
Analyzing big data improves productivity. Making data available and searchable frees
up valuable time so resources can be allocated to focus on priorities. Information is
combined across departmental systems and processes, making it easier to access andreduce the duplication of both data and effort. Automated solutions eliminate theneed for business users to sort and classify growing amounts content. Big data can beanalyzed to identify costs savings and opportunities to increase overall productivity.

Monitor Performance
Many managers feel they do not have all the information they need to effectively run
their departments. e-Government helps agencies determine how information is analyzed
to support the decision-making process at each step in a business process. Data sets canbe combined into management dashboards and comparative engines can be used tomeasure the effectiveness of programs and policies. Variability in performance can berevealed. Through big data, government organizations are able to improve decision making
through visualization techniques and greater visibility. e-Government adds value to big databy continually measuring impact. The following feature on the State Lotteries of Spaindemonstrates how insight can fuel continual performance improvements, learning, and growth.

Optimize Citizen Engagement
Analyzing big data in new ways surfaces relevant topics, summaries, sentiments, andrelationships to deliver more enriched information. Through predictive and sentiment
analysis, agencies can better understand their citizens and tailor their services to meet theirneeds. Trends can be revealed by monitoring system logs, web clicks, communications, news
channels, and social media content. Insight into citizen personas and behavior gives agencies
the ability to make faster and more accurate and cost-effective business decisions.

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State Lotteries of Spain
A key benefit of thesystem is the ability to
update content quickly
and easily for delivery
across multiple channels,
including mobile devices
or social networks.

FIGURE 13.5: SEL AE’s Award-Winning Website

The State Lotteries of Spain (officially the Sociedad Estatal Loterías y Apuestas del Estado or SELAE)
is a public company that was created in December 2010 by the Spanish Ministry of Finance andPublic Administrations to administer a variety of lotteries in Spain. The SELAE network consistsof 12,000 outlets, 700 employees, and 55 sales offices required to manage the State Lotteries
and Gambling Society. The IT infrastructure that supports this network is a complex one, madeup of gaming terminals that connect to a central system via satellite network and over 200
servers that range from media servers to small systems.
The SELAE gaming platform supports an annual turnover of 10,000 million euro. The National
Lottery constitutes approximately 55 percent of this total, and the remaining 45 percent comesfrom other active games. In January of 2012, the online site reached 200,000 registered andverified users. To support growing volumes of hits and visits to the site, the SELAE implemented
a solution that could integrate with existing applications, scale, and provide audit and usage
analysis so that the SELAE could continually monitor and improve the performance of the site.
A combined social media, web experience management, analytics, and portal solution was
selected to replace the SELAE’s ad hoc content management system and integrate with its online
gaming platform. On the back end, the solution provides an agile development environment that
permits users to modify content. It scales to support traffic greater than 80 million page views
per month. A key benefit of the system is the ability to update content quickly for delivery acrossmultiple channels, including mobile devices or social networks. The site, which was recently
awarded the most popular site in its category, has proven itself through the efficient handling ofvolumes of traffic—cost-effectively scaling to support a growing membership.
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Advance Collaboration and Innovation
With e-government, agencies can exploit new ways to manage and analyze big data to ignite
innovation, form new partnerships, and drive business outcomes to create competitive
advantage. Public and private sector organizations are already collaborating around big data
sets and creating opportunities for partnership. As we have described in the chapters on
open data and mobile e-government, access to big data sets has inspired the developmentof new products and services. Governments are working with educational institutions, NonGovernment Organizations (NGOs), and private companies to exchange knowledge, develop
research, and innovate with big data. In the following excerpt, the IQ Business Group is using
e-government to manage and analyze vast amounts of big data in the cloud.

The Challenges of Big Data
Big data creates big headaches for CIOs and IT managers—from management to infrastructure,storage, resourcing, and security. Based on its sheer volume, extracting value from big data isa daunting task. Current technologies and architectures are not equipped to handle massive
volumes of data. Security and privacy are important issues associated with big data. To benefit from big data, agencies will need to rethink their data management strategies, invest in
solutions, and acquire the skills needed to maximize the value of their information.

Technology
The right resources have to be in place toanalyze big data effectively. For many organizations, big data accumulates so quickly that
it outruns an organization’s ability to use it totheir advantage. Fifty-seven percent of stateand local agencies in the U.S. admit that theircurrent enterprise architecture is unable tosupport big data projects. Their data storage
and access falls short (at 47 percent of what isrequired), as does their computational power(at 42 percent) and personnel (at 35 percent),
putting them in a position where they have data
sets too big to manage and analyze.14
FIGURE 13.6: Geospatial Predictive
Modeling Used to Forecast Crime 15

MeriTalk, "State and Local Agencies Expect Data to Double in Next Four Years; Show Little Adoption of Big Data”, MeriTalk
Press Release, April 29, 2013.
14

Peter Borissow “Forecasting Crime in Washington D.C.,” Wikipedia, http://en.wikipedia.org/wiki/File:Signature_Analyst_
Assessment_of_DC.jpg (accessed February 2014).
15

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T R A N S F O R M AT I O N I N A C T I O N

IQ BusinessGroup
For more than 10 years, the IQ
Business Group (IQBG) has helped
hundreds of clients manage missioncritical information while reducing
costs. IQBG is an implementation
partner for deployments at the
Department of Interior, Virginia
State Bar, Philadelphia’s DA’s Office,and at the Courts of Puerto Rico.
What follows is an excerpt froman interview between Mike Beck,
President and CEO of IQBG and
Tom Jenkins, Executive Chairmanof OpenText.
MIKE BECK: We run our own cloud: it’s called

the IQBG Cloud. It is FISMA-certified (agovernment standard for only the most securetechnology) and is soon to be FedRAMPcertified for cloud security controls. We hostover 100,000 users, capture over 66 million
emails a month, and have 200 terabytes ofstorage, and we manage all that data with
auto classification, records management,
and e-discovery support. A major U.S. federal
agency is our primary customer in that cloud.

technology’s infrastructure, particularly to themechanism that allows the application to “talk”
to the database. We also made some changes
to the standard search capabilities, allowing forhigh volume search results to be returned within
seconds. Because we had a fully functional cloudenvironment already in place, we were up andlive in just 45 days.
How big do you think your cloud is going to get?

There could be hundreds and millions ofterabytes of data in our cloud. Disposition, anddeciding what to keep and what to dispose of,will play a large role in determining capacity.
So far, our struggle has been to get ourarms around the data. How do you seethat playing out?

Chapter one is about putting everything where it
should be. Chapter two is about learning from theinformation. It’s through the content analysis andthe predictive analytics that we can extract value
from the databases and the archives.
How do you leverage big data in a strongly
permissioned, large-scale environment?

In one instance, an agency had 19 organizationalsilos operating in their permissioned environment.
We found that there were replicated business processes among many of these divisions because
we’re collecting, auto-classifying, and analyzing
this data in the cloud. So, we were able to savethe government more money by identifying andremoving these redundancies.
What about the distribution of information
on social sites or mobile devices?

Social media occurs in real-time more thane-mail, so that changes the breadth and depth
such a huge scale?
of the information that must be captured andWe process credit card-type volumes that, typically, analyzed. More volumes of data will require moreenterprise content systems don’t support. In order speed to process, and that’s a challenge withto achieve this, we made modifications to thetoday’s technologies.
TOM JENKINS: How do you handle data at

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How do you find the tradeoff between
openness and security?

It’s about ease-of-use and minimizing cost, so if
you agree to abide by security standards, like the
FedRAMP standard, information stays encrypted
as long as it’s meant to be. Information that’s
meant for internal consumption can only be used
in a permissions-based model. Ultimately, it will
be up to our clients to decide which information
should be open and which information should
remain secured.

More volumes of data will
require more speed to process,and that’s a challenge withtoday’s technologies.

FIGURE 13.7 IQ Business Group225

CHAPTER 13

To meet the demands of big data, organizations must meet processing and storage requirements. The size and scale of these systems makes them costly to manage. Cloud computing
offers an affordable solution for storage and analysis of large data sets. While CIOs arefocused on minimizing the cost of storage, backups, and security, cloud computing offers
affordability, flexibility, and scalability.
Many technologies have been designed specifically to analyze big data. These include
data mining, crowdsourcing, pattern recognition, semantic analysis, predictive modeling,
sentiment analysis, spatial analysis, visualization, and more. Data must be accessible andusable for it to have value. Having the right technology in place to capture, manage, andsecure data is a good first step. e-Government integrates information from multiple andfragmented data sources to allow for advanced analytics.
Within an e-government system, data can be managed according to regulations andgovernance policies and procedures—ensuring that analysis and release happens in a securemanner. Features like version control, permissions, and audit history increase the accuracy
and security of information.

Privacy and Security
Governments collect an inordinate amount of information from citizens. Much of this highly
sensitive information is digitized and exchanged across firewalls. At the same time, citizens
as consumers leave “digital shadows”— personal data left by transactions and interactions
on the Internet, applications, and across other connected devices and sensors. From timespent on Facebook to purchases made, texts sent, video surveillance footage, and energy
metered—big data draws on all aspects of our lives.

The information
about you is muchgreater than theinformation you
create yourself.
This is called yourdigital shadow.
And it’s growing
continually...
Source: IDC’s Digital Universe Study, sponsored by EMC, June 2011

FIGURE 13.8: Your Digital Shadow

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E-GOVERNMENT AND BIG DATAFIGURE 13.9: Total Government Requests for Facebook Data16

The U.S. Government, for example, requests data from web properties like Facebook,
Google, Microsoft, and Twitter.® The map above charts the saturation of requests (in darkgreen), showing the density by location of data requests. In Canada, the Federal Government
has put restrictions on the amount of data it collects from Canadians. For the first time in 20
years, new rules have been put in place governing the use of data gathered when Canadians
visit government websites.17 These rules, however, do not apply to data that’s available onsocial media and other sites.
Citizens are suspicious about the ways that governments make use of their personal information. Governments will need to communicate the potential value of big data and ensure
the privacy and security of personal information to build trust.
In their collection of citizen data, governments must comply with a number of privacy
acts and regulations, including the Freedom of Information Acts or laws, which help toprotect the privacy of citizens while building public confidence in the government as aprotector of privacy. Big data will force governments to manage additional complexities insecurity to avoid risks like cyber-security breaches, hackers, and identity theft.

The Utah Data Center is a data storage facility that houses
extremely large amounts of data, (estimated to be as high as 12 exabytes)
to support the Comprehensive National Cybersecurity Initiative (CNCI).
The National Security Agency (NSA) leads operations at the facility.
Derrick Harris. “Take a look at how much the U.S. government loves requesting user data”, Gigaom, August 27, 2013:
http://gigaom.com/2013/08/27/take-a-look-at-how-much-the-u-s-government-loves-requesting-data/ (accessed January 2014).
16“Ottawa restricts use of data collected through government websites”, CBC News, March 13, 2013: http://www.cbc.ca/news/
technology/ottawa-restricts-use-of-data-collected-through-government-websites-1.1307853 (accessed January 2014).
17

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Alongside privacy and security, intellectual property rights are another legal issue that willneed to be closely managed, especially in the case of data that is managed in the cloud.
Questions about property rights and fair use will need to be addressed as data is increasingly duplicated and used in combination with other data.

The Skills Gap
The right people with the right skills are required to run big data initiatives. Due to its diversity,
big data requires people with diverse skill sets to manage it. Groups that have formed foranalysis bring together researchers from many disciplines, including the sciences, statistics,
mathematics, medicine, astronomy, and technology. In many cases, such as the Genome Project,these skills sets come from the combined efforts of specialists in many fields.

The world’s largest set of data on human genetic variation was producedby the international 1,000 Genomes Project. The data set is 200 terabytes,
which is equal to 16 million file cabinets filled with text or more than
30,000 standard DVDs—a prime example of big data, where data sets
become so comprehensive that few have the required skill sets orcomputing power to make best use of them.
There is currently a skills gap in expertise for the analysis of big data. The demand is there,
and according to Gartner, it will reach 4.4 million jobs globally by 2015.18 Strategies around big
data will be developed as agencies partner with organizations in the private sector, researchorganizations, and educational institutions to attract and train expertise. Government
culture will shift to one that rewards knowledge sharing and innovation.

Big Data in Action: Crime Prevention and Protection
While big data poses security threats, it also presents opportunities for security agencies,
law enforcement, and militaries to accomplish their missions more efficiently.

54%

Executing military/
intelligence, surveillance,and reconnaissance(ISR) missions

48%

Combatingfraud/waste/
abuse

27%

Managing thetransportation
infrastructure

FIGURE 13.10: Big Data—Highly Beneficial to Security Agencies 19“Gartner Reveals Top Predictions for IT Organisations and Users for 2013 and Beyond”, Gartner Inc., October 24, 2012,
http://www.gartner.com/it/page.jsp?id=2211115 (accessed January 2014).
18

19

228

Erin Leahy, “The State and Local Big Data Gap”, MeriTalk, April 29, 2013.

E-GOVERNMENT AND BIG DATA

Big data drives intelligence-led policing, giving law enforcement agencies more effective waysof fighting and preventing crime. Law enforcement officers are using devices to collect data—from close-circuit television to cameras in police cars, surveillance cameras, and sensors—that
can be analyzed to reveal patterns and threats. As criminals move their efforts online, law
enforcement is better able to analyze information from a number of sources. This information
can be combined and processed to expose and relate criminal activities in specific areas.
Suspicious individuals or entities can be identified and tracked. Predictions can then be madebased on these activities to prevent criminal activities from taking place.
e-Government combines critical data, such as criminal records and complaints, on a fully integrated platform where it can be more readily accessed, managed, and processed. Information
can be shared at national and international levels to investigate and prevent terrorist
activities. Being able to immediately access up-to-date information in the short term andcollaborate to fight crime in the long term arms agencies with the ability to protect citizens.

The FBI’s Law Enforcement National Data Exchange (N-DEx) is a
10-terabyte data warehouse that serves 4,100 law enforcement agencies
across the U.S. Their mission is to promote the national sharing of data forincreased levels of collaboration to expedite crime fighting. At the sametime, the data set is stored, saved, and processed for close analysis. It isa cloud service, capable of processing criminal information and returning
results in fractions of a second over secure Internet links. It is also a big dataapplication, comprised of 200 million law enforcement records and morethan 1.5 billion data points.
Big Data in Action: Visualization
Visualization is one of the most valuable ways to make sense of big data. Visualization is ananalytical approach that results in histograms, scatter plots, infographics, dashboards, maps,
and more. It brings together disparate data and communicates complex findings in a visual
format. As an approach, visualization is popular because it does not require sophisticatedinterpretation for understanding.
The visualization of big data gives us the ability to process, visualize, and synthesize data inhighly accessible ways. One of the most popular sets of data visualization today is Google Maps.
It is highly interactive, continually updated, available on any platform, and even a platform
itself. Numerous geographic representations can be created using its API (see figure below).

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FIGURE 13.11: Diversity Distribution (One Dot Per Person) Built Using the Google Maps API 20

Robust tools are needed to make visual sense of big data. e-Government provides accessto data and management tools, and facilitates the collaborative, multidisciplinary approachneeded to bring expertise together for analysis. In the following feature, Penn State
University is advancing research through the interactive visualization of data.

Big Data in Action: Geospatial Data
As discussed in Chapter 12, new types of personal and location-based data will continue togrow, fueling the geospatial revolution well into the next decade and beyond. Technologies
like Global Positioning System (GPS) and WiFi networks are making geospatial data moreaccurate and available. GPS is a global satellite navigations system, owned and operated by
the Department of Defense (DoD) for the U.S. Government. As an open resource, it provides
reliable positioning services to users for any place that has an unobstructed view of four or more
GPS satellites. WiFi adds additional data by combining network identification with location.

Dustin Cable, “The Racial Dot Map”, Demographics Research Group, July 2013, http://www.coopercenter.org/demographics/
Racial-Dot-Map (accessed February 2014).
20

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Pennsylvania State University"[The solution] hasenabled our researchers
in engineering and otherdata intensive sciences
to become much moreproductive when using
and manipulating
three dimensional
representations oflarge datasets."
SYSTEMS ADMINISTRATOR,PENN STATE UNIVERSITY
FIGURE 13.12: Penn State—A Public Research University

Founded in 1855, Pennsylvania State University (Penn State) has a long and distinguishedhistory of pursuing their tripartite mission of teaching, research, and service in the finest way
possible. Today, Penn State continues this tradition with 24 locations and more than 95,000
students worldwide.
As part of Penn State’s Research Computing and Cyberinfrastructure (RCC) group, close
to 3,000 users visually interact with their research data through modeling applications orvisualizations tools. Penn State wanted a solution that performed better than existing solutionsin terms of rendering either two-dimensional (2D) or three-dimensional (3D) user interfaces.
The system had to be easy to manage and operate on Penn State’s current system, supporting
sets of several terabytes in size. They chose a managed application solution to provide remote
access to graphical applications. The solution is able to deliver complex 2D and 3D applications
to users from any location, along with low cost scalability and trusted secure access over any
network connection.
Offering innovative ways to approach research, the solution has enabled Penn State researchers
to produce more high-quality quantity papers. The more scholarly output that researchers
deliver, the higher Penn State climbs in stature as a preeminent research institution.

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FIGURE 13.13: Family Tracker—Available on iTunes 21

As a powerful example of visualization, geospatial data is adding new meaning to citizen
interactions and transactions. Geospatial data brings context to citizen demographics, city
infrastructure, physical assets, and the distribution of government programs and services.
Analyzing geospatial data helps governments become more responsive. Gaps between
supply and demand can be identified and resources allocated to fill these gaps. Governments
can use data-driven insights to better plan and manage services, such as the transportsystem. For example, bus routes can be analyzed to improve public transportation and traffic
congestion can be mapped in real time.

FIGURE 13.14: Streamlining Bus Routes in Africa 22

21“Family Tracker” App, iTunes, https://itunes.apple.com/ca/app/family-tracker/id349880412?mt=8 (accessed February 2014).

Simnikiwe Mzekandaba, “Big data may help streamline Abidjan bus routes”, Web Africa, May 7, 2013, http://www.itwebafrica.com/
ict-and-governance/379-ivory-coast/231010-big-data-could-help-streamline-abidjan-bus-routes (accessed February 2014).
22

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E-GOVERNMENT AND BIG DATAIn developing countries like Africa, cloud-based geospatial information has the potential
to improve the quality of life for its citizens. Cloud-based mobile apps are game changers,
making programs and services much more accessible. When data is hosted in the cloud, it canbe combined with other data sets and information from social media sites to provide deeper
insights. Chapter 14 explores how mobile and cloud computing are impacting governments,
businesses, and citizens around the world.
As governments follow the digital shadows left by citizens, concerns about privacy andsecurity become more pressing. Citizens need to be assured that access to their personal
location data will not be collected and shared without their permission and for the wrong
reasons. It is the government’s mandate to protect the privacy of citizens and their personal data.
For policymakers, this extends to ensuring that intellectual property rights are protected.
Budget is a big issue for any agency, but big data, if used effectively has the potential to savegovernments money. Applications of big data are in the nascent stage; this is an exciting time
for the public sector, with increasing opportunities to collaborate with citizens and privatecompanies to introduce new and innovative services. Investments should be made in areasof research and development to promote innovation and stimulate economic growth. Likewise, governments can add big data to school curriculums to build skill sets and human capital.

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MOBILE E-GOVERNMENT IN THE CLOUD

14

CHAPTER 14

CH A PTER

1 4

Mobile e-Government
in the Cloud
Mobile computing and the cloud are two of the most important new trends in IT to impact
government services. When they are combined, these technologies represent a tremendous
opportunity to increase civic engagement; cross boundaries, organizational silos, andconstituencies; and deliver highly targeted solutions at a lower cost. This chapter examines
these opportunities through examples of agencies that are applying mobile and cloudtechnologies as part of an e-government strategy.

A New APPtitude
The mobile industry is the fastest growing industry on the planet.1 The personal computerhas fallen of the cliff as smartphones and tablets have risen in popularity.2 Devices like
Androids,® BlackBerrys,® iPhones, iPads, and Nokia ® smartphones have had a profoundeffect on the way people access information, resources, and each other.

FIGURE 14.1: The Mobile Internet: Mobile Phones Account for 17% of Global Web Usage 3

Mobile Marketing Watch, “Major Mobile Trends Show Global Mobile Industry is now the Fastest Growing Market in the World”,
MobileMarketingWatch.com, http://www.mobilemarketingwatch.com/major-mobile-trends-show-global-mobile-industry-isnow-thefastest-growing-market-in-the-world-16840/ (accessed 3 Jun. 2013).
2
Chetan Sharma,“2013 Mobile Industry Predictions Survey”, Chetan Sharma Consulting, January 2013,
http://www.chetansharma.com/MobilePredictions2013.htm (accessed May 2013).
3
Felix Richter, “Mobile Phones Account for 17% of Global Web Usage”, Statista, August 20, 2013, http://www.statista.com/
topics/779/mobile-internet/chart/1380/mobile-web-usage/ (accessed February 2014).
1

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Currently, 91 percent of all people on the planet have a mobile phone and 50 percent ofthese people use mobile as their primary Internet source.4 IDC predicts that in 2015, forthe first time ever, there will be more people accessing the Internet on mobile devices
than on personal computers.5
The mobile market is being dominated by the rapid-fire development of mobile apps.
Mobile apps, discrete programs designed to solve a specific problem, have made our lives
easier as well as more dynamic, social, and fun. According to research, 82 billion apps
worldwide were downloaded in 2013 and by 2017 there will be more than 200 billion
downloads per year.6 Cloud computing makes access to mobile apps as straightforward
as a series of finger taps.
38

Radio

years

13

TV

years

4

Internet

years

3.5

Facebook

years

Draw
SomethingApp

50Time it took to reach 50 Million Users

days

0

5

10

15

20

25

30

35

40

FIGURE 14.2: The Agility of Mobile App Development

The combination of cloud and mobile computing has dramatically changed market dynamics
in all sectors. Disruptive technologies are transformative. Pioneers in government likethe City of Barcelona are capitalizing on the opportunities that mobility presents. The
U.S. federal government directed each major federal agency to make two key customer
services available on mobile devices by 2013. Looking ahead at worldwide government
IT spending priorities, mobile technologies, IT modernization, and cloud computing are
the top three areas of focus for investment.7“Infographic: 2013 Mobile Growth Statistics”, Digital Buzz Blog, Tuesday Oct 1, 2013, http://www.digitalbuzzblog.com/
infographic-2013-mobile-growth-statistics/ (accessed January 2014)
5
Frank Gens, “IDC Predictions 2013: Competing on the 3rd Platform,” IDC, 2012, http://www.idc.com/research/Predictions13/
downloadable/238044.pdf (accessed February 2014).
6
Karl Whitfield, “Fast growth of apps user base in booming Asia Pacific market”, Portio Research, March 2013, http://www.
portioresearch.com/en/blog/2013/fast-growth-of-apps-user-base-in-booming-asia-pacific-market.aspx (accessed February 2014).
7
Christine Arcaris and Rishi Sood, “User Survey Analysis: IT Spending Priorities in Government, Worldwide, 2013”, Gartner, Inc.,
January 25, 2013.
4

E-GOVERNMENT OR OUT OF GOVERNMENT

237

CHAPTER 14“The “e” in “e-government” stands for “empowerment”. Mobile technology
has achieved this. With only a few taps on a smartphone screen, magicalthings happen—laws, services, records, and processes turn into something
very simple and user friendly, making life easier for everyone.
For governments to be most effective, services should be
100 percent mobile-focused from the outset.”
SERGI JEREZ, DIRECTOR OF MOBILE, EGOVERNMENT Y DATA, AJUNTAMENT DE BARCELONA (CITY OF BARCELONA)

Hyper-mobile connectivity is now affordable and widespread. The key question now is how
this new social, mobile, and cloud-based culture will influence the public sector. Mobile technology promises more efficient access to information, resources, and services. The explosionof access points to information that mobile introduces, however, also serves to complicate
programs and policymaking. Mobile information in all its formats needs to be securely managed.

Mobile Government
Mobility makes government more accessible, affordable, agile, collaborative, and convenient.
As we have illustrated throughout this book, governments can drive efficiency andproductivity internally, while increasing the effectiveness of their services externally. The casefor mobile government is driven by the ubiquity of mobile use, opportunities to improve
service delivery, improved transparency through increased access to information, and new
products and services that can be co-created with citizens.

Workforce Productivity
Mobility enhances productivity. Using mobile devices to access work-related applications andinformation employees can stay productive, even on the go. In a Forrester Consulting survey of
IT decision-makers, 76 percent cited increased employee responsiveness and decision-making
speed as observed benefits of mobile access, while 47 percent believe they have increased
productivity.8 In another report, mobile-related increases in productivity were calculated to potentially offset retirements, resulting in $25 billion in salary and pension savings.9
Mobile technology empowers civil servants to perform their jobs more effectively. Mobile
combines remote location and preferences in a time-relevant manner to create targeted
decision-making opportunities. It makes these abilities available to a much larger set of users
than ever before possible. In the feature below, Belgian Railways is exploring new models
for delivering public services, using mobile devices to keep employees and customers better
informed in real time.
“The Expanding Role of Mobility in the Workplace,” Forrester Research and Cisco Systems, February 2012.

8

William D. Eggers and Joshua Jaffe, “Gov on the go: Boosting public sector productivity by going mobile," Deloitte University Press,
Feb 2013, http://dupress.com/articles/gov-on-the-go/?id=us:el:dc:govgo:crosspromo_mobilemicro:fed:021913 (accessed Feb 2013).
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Belgian Railways“Based on centralized
information, more than 5,000
drivers are able to access thelatest bulletins and record
service information on theirmobile devices in real time.
So this means that information
can be pushed directly to our
drivers’ devices based on
their profile, significantly
improving our efficiency
and response rates.”
FIGURE 14.3: Belgian Railways

STÉPHANE HAELTERMAN,
PROGRAM MANAGER,BELGIAN RAILWAYS

Belgian Railways, headquartered in Brussels, employs more than 21,000 staff, providing
transportation for more than 200 million passengers and handling over 60 million tons of freight
each year. In total, they operate over 550 stations and stops, using around 1,500 locomotives
and numerous other pieces of rolling stock and infrastructure. With operations and maintenancetaking place around the clock, not only do Belgian Railways provide services based on theirown fleet, track, and other infrastructure, they also provide services and maintenance for highspeed, international services, including Eurostar™ and Thalys.
Belgian Railways faces a complex set of business drivers that range from cost optimization while
delivering customer service through to punctuality with uncompromising safety, against a backdrop of a maturing workforce and a new generation of employees coming on board. To satisfy
its directives, Belgian Railways set out a vision for its digital future where all business processes
would be content-enabled, removing much of the paper that flowed through the organization.
Belgian Railways has standardized its processes and information across the organization on
an e-government platform, with expected savings of €30 million per year (close to $41 million
USD). Around 2.5 million documents were added to the system in the first year, growing bysome 1.3 million each year to over 7.5 million after five years. With the foundational platformnow established and providing fast, accurate information access—in context—staff have theconfidence that information accessed is the single source of the truth. This has led to the possibility
to grow the use and application of the technology. As Belgian Railways deals with more
information, program manager Stéphane Haelterman is building the vision for their enterprise
information management journey to achieve a single version of the truth.
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Mobile Case Management
Applications represent the customer-facing component of e-government. Althoughterminology in this area varies, Forrester Research Inc. defines them as Smart Process
Applications (SPA). SPAs are designed to support business activities that are people
intensive, highly variable, loosely structured, and subject to frequent change.10 Deliveredin the cloud, SPAs give mobile users the ability to access processes under considerationfrom mobile devices.
SPAs enable the launch of integrated service apps to support government workers
in the field. Government caseworkers are often burdened with managing hundredsof clients and spending a good portion of their time on the road, visiting clients. They
need current information, drawing on every piece of content related to a client’s case.
Mobility supports remote offices or work, which increases productivity and efficiency inthe field. Response times are increased while project cycle, travel costs, and equipment
expenses are reduced.

FIGURE 14.4: Mobile Case Management

With Mobile Case Management, public servants can quickly create cases, track progress,
and use built-in features like the camera and Global Positioning System (GPS) to support
the process. Integrated service apps for workflow, content management, portals, andsocial collaboration are combined to collectively process the completion of a case or unitof work. Issues can be dealt with as they arise and information about a case updated on
the fly. Case-related information is centralized and secured on an e-government system.
Costs are reduced when caseworkers are more responsive and information is accurate.

Andrew Bartels and Connie Moore, et al., “Smart Process Applications Fill A Big Business Gap”, Forrester Research,
November 2012.
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Citizen Engagement
Governments will always be required to give citizens access to information. As mobile
adoption increases, governments will have to give citizens access to content in every
format across every kind of device. This is the defining characteristic of digital content
today—it is fragmented, mashed up, delivered across many channels, and accessible atany time in any place. Mobility feeds the pace and complexity of content that is createdand shared.
As we have seen in previous chapters, mobile technology increases opportunities for
civic engagement. With the convergence of geospatial technologies and location data,
government can deliver information and services directly to citizens. Forward-thinking
governments have developed mobile apps that provide direct and personalized accessto information and services.

Mobile Industry
As discussed previously, many functions of government could be provided throughpartnerships with the private sector. New engagement models include government
partnership with citizens to co-create and produce solutions. We introduced this in thechapter on Open Government and Crowdsourcing using examples of citizens accessing
datasets made available by governments to develop applications and improve the livesof citizens in a multitude of ways. FlightAware makes use of government information toprovide services for citizens.

FIGURE 14.5: Flight Aware Website

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FlightAware is a service based on processing live flight data and airport status from publicly
available Federal Aviation Administration (FAA) information. It provides live flight data,
airport delays, fuel prices, weather maps, flight planning, routes, navigation charts, as well as
aviation news to over three million users.
Mobile technologies are key enablers for citizen-to-government collaboration. Many governments understand this and are hosting contests, hackathons, and appethons to engage citizens, foster innovation and creativity, and reap the rewards of getting closer to their citizens.
Hackathons and appethons are contests in which government agencies, developers, computer programmers, designers, students, statisticians, and librarians (and anyone else who
might be interested in software development) collaborate to create applications within adesignated period of time. These events are incredibly effective at building community anddeepening relationships between citizens, communities, and private organizations.

FIGURE 14.6: CDC Flu App Challenge Winners

Appethons are happening at local and national levels. The U.S. Center for Disease Control andPrevention (CDC), for example, sponsored a Flu App Challenge based on flu data that wasavailable to the public. The outcome was the app “Flu-Ville!” which leverages the CDC’s influenza
activity report and has players manage outbreaks of the flu in their own fictional cities. Likewise,NASA hosts an International Space Apps Challenge. The event encourages younger generations to help governments solve key challenges with collectively developed, future-based
solutions. In both cases, the traditional structures of government are infused with new ideas
and approaches to solving problems, often by younger, more tech-savvy generations. Solutions
are typically developed more quickly than they would have been by traditional approaches.
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In Canada, a program called the Canadian Open Data Experience (CODE) challenges students,
technology innovators, developers, and open data enthusiasts from all across Canada totransform valuable government data into useful apps. The CODE initiative features the firstnational Open Data hackathon in Canada as a 48-hour competition hosted by XMG, oneof the largest independant mobile gaming studios in Canada. A forum for innovation andentrepreneurship, CODE will stretch the boundaries of open data and enable technologists
to share ideas, invent, research the market, and commercialize their ideas.
The Great Canadian Appathon (GCA) is a 48-hour game design and development competition
open to Canadian college and university students. Students design and develop a mobile
game according to a designated theme. The event is good for industry and for students who
have the chance to network with members of Canada’s growing gaming industry.

FIGURE 14.7: The Great Canadian Appethon

1.USA.gov hosts Hack Day events in Washington, D.C., New York City, San Francisco, andSan Diego. Over 120 people have attended in the past, exploring ways to use 1.USA.gov
data to help people find useful and interesting government information. The White House
Hackathon invites programmers and tech experts to the White House to spend the day
working alongside members of the White House development team. Results from previous
hackathons ranged from a time-lapse visualization of zip codes where petitions are being
signed to a tool that lets users create an embeddable thermometer showing how manysignatures their petition needs.

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FIGURE 14.8: An Animation Created at the 1.USA .gov Hack Day—
Showing Clicks on 1.USA .Gov Links from June 2 through July 1411

Apps für Deutschland is a nation-wide contest in Germany that recognizes the best Internet
and mobile applications developed using federal data. The site showcases innovations andalso demonstrates a commitment by public authorities to make data available for reuse.

FIGURE 14.9: Apps für Deutschland“Projects Created at the 1.USA.gov Hack Day” 1.USA.gov Blog, http://blog.usa.gov/post/8522383948/projects-created-at-the1-usa-gov-hack-day (accessed February 2014).
11

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Open Data Day brings together citizens in cities around the world to write applications,create visualizations, and publish analyses using open data to encourage the adoption ofopen data policies by the world's local, regional, and national governments.
Hackathons like the ones mentioned here are catalysts for change. They are a growing formof civic engagement and crowdsourcing potential solutions. Knowledge is applied to datain new, radical ways. Education is advanced as students experiment, share best practices,
and are exposed to entrepreneurs and industry experts. The economy benefits from theproduction of new products and services. Citizens benefit through the opportunity to shareideas and engage with government decision makers. Communities benefit with solutions
that are usually directly applicable to their local environments. Governments are the lucky
recipients of creative concepts to help them become more efficient and stay relevant.

“It’s great to see the launch of Apps für Deutschland, with three federal
agencies, Berlin, and Bremen leading the way in contributing open data andwith the opportunity for developers to show politicians, officials, and the
public new and innovative ways to generate economic and social value fromopen government data.”
ANDREW STOTT, UK TRANSPARENCY BOARD AND FORMER DIRECTOR OF DATA.GOV.UK

The Cloud and Distributed Government
Both cloud and mobile computing provide a technical framework for creating a more
distributed government model. In contrast to the outdated command-and-control systemsof government, distributed government offers benefits like lower costs, better delivery ofservices, greater transparency, and more direct access to citizens.
The adoption of cloud computing inside the private sector “continues to increase … driven by
economic conditions and a shift from capital expenditure to operational expenditure, as wellas potentially more important factors such as faster deployment and reduced risk.” In a
survey conducted by Gartner Inc., 50 percent of respondents across all industries reported
plans to adopt a public and private cloud-based services contract within the next 12 months.12

Christine Arcaris,“Gartner Says Worldwide Government IT Spending Flat in 2013”,Gartner Inc., June 2013,
http://www.gartner.com/newsroom/id/2518815 (accessed February 2014).
12

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Cloud computing by definition is a disruptive transformation of IT toward a service-based
economy, driven by economic, technological, and social conditions. Cloud computing services
are delivered on demand over the Internet from massive data centers. A key benefit—and thepremise for how the cloud is revolutionizing IT—is the ability to “rent” computing services
from a third-party provider rather than owning and maintaining physical infrastructure.
In this way, cloud computing is like the traditional utility services which are consumed as ametered, pay-as-you-go service. Cloud computing demonstrates a transformation in the way
governments can acquire and use technology. Key benefits are lower total cost of ownershipand investments in IT, quick deployment, and access to targeted expertise and support.

T YPES OF CLOUD SERVICES:A Public Cloud refers to services provided over the Internet, in which infrastructure or applications
are hosted by a cloud- service provider on the service provider’s premises.
In a Private Cloud services are hosted on a private platform in the organization’s own data center.
A Hybrid Cloud is a combination of public and private clouds.

The challenges that government organizations will need to overcome in their adoption ofcloud computing are security, compatibility with existing IT infrastructure, privacy, andoverall performance.

PublicHybridPrivateFIGURE 14.10: Types of Cloud Ser vices

As mobile usage increases, so will our use of cloud computing. There is a strong link between
mobile accessibility and the cloud. While mobility promises to increase our access to content
in all formats, the cloud is able to handle this demand for volumes of information easily
and cost effectively. The U.S. Department of the Interior is using the cloud to host its
e-government system across the department to ensure information governance and value
for taxpayer dollars.

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U.S. Department of the Interior"We are very pleased
with how effortlessit has been to deploy
the EES project for the
DOI. This project serves
as a successful modelfor other government
agencies looking to movetheir critical businessinformation to the cloud.”
FIGURE 14.11: U.S. Department of the Interior

MICHAEL BECK, PRESIDENT AND CHIEF
EXECUTIVE OFFICER, IQ BUSINESSGROUP, FISMA-COMPLIANT CLOUDSOLUTION PROVIDER

The Department of the Interior (DOI) is the U.S.’s principal conservation agency. It consists of
14 bureaus, and these bureaus range from the National Park Service to the Bureau of IndianAffairs to the Bureau of Land Management, Reclamation—so the Agency is managing land,minerals, and parks and national areas. DOI is a cabinet-level agency that manages America's
vast natural and cultural resources.
The Agency’s eMail Enterprise Records and Document Management Systems (eERDMS) is
helping the DOI to optimize the management of information assets, accelerate businessobjectives, and reduce cost and risk. Hosted in the cloud, EES is the primary system supportingthe Department's overall eERDMS Program, which will help to ensure records, information
management, and legal readiness for the Department and bring together a collaborative andintegrated mobile workforce for the 21st century. This single, enterprise-wide system supports
the Agency's 92,000 employees and contractors, with capacity for upwards of 30,000 additional
users, making it the largest cloud-based records and information governance program in theFederal Government.
The eERDMS program is a part of DOI’s 2010 Information Technology Transformation (ITT)
initiative to provide employees with technology designed to help reduce waste and cut costs,
providing the taxpayer $100 million in annual savings from 2016 to 2020, for a cumulative totalsavings of $500 million. The eERDMS program has already achieved impressive milestones, as
it is believed to be the first 100 percent email capture with auto classification in the federal
marketplace, as well as the first Federal Information Security Management Act of 2002 (FISMA)
moderate compliant, software-as-a-service (SaaS) cloud solution that addresses an entire
Cabinet Federal Agency.
www.opentext.com/e-Government/USDOI

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Department ofInterior (DOI)
What follows is an excerpt from aninterview between John Montel,
Deputy E-records Officer for the
Department of the Interior and
Tom Jenkins, Executive Chairmanof OpenText.
TOM JENKINS: You have a very novel

solution at DOI. Can you give us an ideaof the magnitude of your deployment?
JOHN MONTEL: We have approximately 2,300

I understand you have a big
e-discovery component.

The original program was and will always be tosupport records management. However thisincludes being responsive to the American people
and the government. We have approximately
480 attorneys in the Department of the Interior,and we’re handling approximately 5,500 Freedomof Information Act (FOIA) cases a year, alongwith other types of discovery and legal matters.
One of the benefits of our solution is the ability
to search our collection of records in supportof these types of needs. We wanted a technologythat could not only capture content but provide
this level of discovery where appropriate.
How did you communicate the value of thisundertaking to your executive team?

We quickly realized that the Department was
spending large sums of money obtaining discovery
information from different systems. By centralizing
our systems we were able to demonstrate that forhalf the money the Department was spending
historically, we could support the entire Department
with the added capability of all the assets eERDMS
brings to bare.

offices nationwide and the DOI can scale up to240,000 employees, including volunteers, during
the summertime and national events. We manage
over a million square feet of offshore water areaand 20 percent of the land in the U.S., and generate $12 billion in annual revenue. We are very large,
very diverse, and very mobile; almost 41 percent
of our entire workforce is mobile or teleworking. You’ve done this as a cloud implementation.
Our IT requirements revolve around supporting What are your lessons learned?
Department, Bureau, and citizen needs.
Bringing the technology in-house would havebeen cost prohibitive. The cloud as a solution is
The sheer scale of your project was
flexible; we can connect to our cloud securely
extensive and very complex. Can you
from anywhere including mobile devices.
describe it for us?
Secondly, it allows us to quickly incorporate
Our project was a part of an IT Transformation other technologies so it is not limiting. From a
initiative that started in 2010 when the Department security perspective, we tend to look at protectwas seeking to consolidate its IT Infrastructure ing the cloud first then the data at the applicationand centralize its information systems, including layer. As one protects data in this manner,
email. A large focus was to leverage cloud tech- there is an inherent trust that comes with the
nologies. We amassed over a billion and a half
cloud provider. The U.S. government and many
emails—70 million per month—and we have over commercial companies have done a very goodan Exabyte of electronic information that we were job of securing information based on federal
looking to initially incorporate into the system. NIST standards and policies.
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We’re shifting from managing the device tomanaging the data. How did you shift yourfocus from the cloud to the data?

Business is moving very quickly today. We have
all these technologies—from texting to social
media to email to phones to fax—all on the web.
We need to be able to respond in a moment’s
notice to our employees, citizen, and mission
business needs. So the data has to follow thebusiness process and be available to theindividual regardless of location or device.
In whatever we do, we have to support not
only our mobile workforce, but also the 90
million people who visit us every year.

As one protects data in this manner,
there is an inherent trust that comeswith the cloud provider.

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Driving the Evolution of Government Apps
Using the Internet to access informationand programs has enabled the developmentof fast, easy, and lightweight apps. The web
as an operating system, combined withmobility, social technologies and the cloud,will have a lasting impact on e-government
as an increasing amount of apps function to
replace monolithic and siloed legacy systems.
Like popular cloud applications, lightweightapps require access and the exchange ofcontent to be applicable and effective.
Delivered when needed, they run on a mobile
device but are not stored on a mobile device.
FIGURE 14.12: Mobile Apps in Government
In the future, the array of functions available
in a mature enterprise application could be deconstructed into its sub-functions, which
could be easily installed as downloadable apps. Hundreds of specific functional apps might be
deployed to duplicate the functionality of a single software application.
Mobile apps will drive the evolution of e-government. Inside the firewall, a collection of
specific and targeted apps will replace legacy apps. Public servants will be able to download
and personalize these apps on their mobile devices. A government-wide app store will giveIT the ability to monitor, certify, and administer apps and their data, and understand better
how they are used.

Building a Government App StoreThe consumer mobile experience has redefined citizen satisfaction and paved the way
for user adoption by setting expectations around convenience, personalization, and easeof use. Government organizations of the future will focus on developing mission-criticalapps and making these available from an e-government architecture that allows for thedevelopment of mobile apps and distribution in a private-cloud. e-Government makes apps
infrastructure possible by providing a set of integrated tools for managing process andinformation apps, while guaranteeing security and privacy.
In essence, every agency that maintains a firewall and a proprietary repository of content
could create a private cloud apps environment. Self-service kiosks would provide a set ofvery personalized apps unique to each government department or agency.

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Security andGovernanceEnterprise App StoreBusiness
Data

Business
Apps

Cloud
Apps

OnlineData

User Experience

Web OS Integration
FIGURE 14.13: App Store Infrastructure

Distinctions between private and public app stores will be defined by security and regulatory
requirements, especially in the context of the Bring Your Own Device (BYOD) trend. As
personal and professional content becomes enmeshed, government information will need
to be managed with precision so that a device cannot be wiped clean if lost—only the app
and the enterprise content associated with it. For this reason, features like archiving and thecontrol of content will occur through a secure e-government system and the app, rather thanon the device itself. An e-government platform provides a solid foundation for enterprisegrade apps by delivering a secure repository that can be coupled with a rapid app authoringand deployment framework, or Smart Process Applications.

Security and the BYOD Trend
The BYOD trend is infiltrating government offices. A Forrester survey has identified that in2012, 59 percent of U.S. government employees were using their own personal devices atwork.13 In 2013, the U.S. government issued security approval for public sector organizations
to offer BYOD guidelines for employees to access government data and applications using
their own mobile devices. While momentum is building for BYOD programs in government,
guidelines are only just being established and many lack consistency across different
departments of government.
While mobile devices promise to increase personal productivity and enhance collaboration,
combining personal data and work information presents serious security threats.
Government organizations need to focus on how to minimize the risk of sensitive data falling
into the wrong hands when devices go astray or security breaches occur. From a technicalperspective, risk can be reduced by building and managing apps on secure platforms andmaking apps available using a secure enterprise app center or store.
“Bring Your Own Device: How Do State and Local Governments Address the Proliferation of Employee Devices?” Forrester
Research and Cisco, 2012, https://www.cisco.com/web/strategy/docs/employee_devices_final.pdf (accessed February 2014).
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As mobile devices and tablets are adopted by government organizations to help improve
productivity, security will be a growing concern. Security on a mobile device is a combinationof security over-the-air, over-the-wire, and permission-based access to the e-government
system. When information is transmitted to a mobile device, it follows an extremely secure
and proprietary protocol used by telephone and wireless vendors. If this information is froma secure e-government repository, security works to identify a user as a trusted member
who is permitted access based on permissions assigned by system administrators. Mobile
platforms will verify permissions much in the same way a web browser checks accesspermissions to an e-government system or intranet. As data is transmitted or collaborative
spaces accessed, the platform ensures that version history, audit capabilities, reports,
security, and permissions contained with the system translates directly to the mobile
device. The security of an e-government system is discussed in greater detail in Chapter 3.

Who Owns the Data?
In the cloud, an organization’s data and applications reside on the “cloud cluster,” a centralized network of computers and services owned by the cloud provider. But who owns thedata? Organizations in the public sector must maintain strict control over their data toprotect against liability and comply with regulations to ensure business continuity. Privacy
is a key concern. While data that a cloud-computing provider collects about its users canimprove service delivery, citizens and businesses today are concerned about abuses andviolation of privacy, especially in light of regulations like the USA PATRIOT Act, which
increases government access to information.
Along with privacy and compliance, intellectual property is another key concern when it
comes to cloud services. In some cases, the cloud provider owns the infrastructure or theapplications, while the user owns the data. But this delineation is not always clear. Open
source software often combines data and code, and it is not always clear who owns rights
to what.
While mobile devices and cloud computing are paving the way for new opportunities anddramatic increases in productivity and efficiency, widespread usage must be meteredwith the robust security and privacy mechanisms inherent in an e-government system. In
the feature below, e-government provides a flexible, reliable, and scalable infrastructure
for the government’s needs in a private cloud.

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Bundesrechenzentrum (BRZ)
The Federal Computing Center (BRZ) is the IT service provider of the Austrian public
administration. With 1,200 employees and a total annual turnover of 265.3 million euro, theBRZ successfully develops and provides e-government services for ministries, universities,
social security providers, and public organizations. The BRZ deploys 320 IT processes,
equips 1,200 locations throughout Austria with infrastructure, and services about 30,000
workplaces.
In 2000, the land and commercial registersof the Austrian Ministry of Justice were atypical example of process fragmentation.
While the land registry data had been managed
digitally since the 1980s, the original documents remained in the physical archives ofcourthouses and were inaccessible withinprocesses. Moreover, the Ministry of Justice
incurred the huge costs of archive maintenance and the risk of losing original documents. In 2004, the BRZ decided to address
the issue by implementing an EnterpriseContent Management (ECM) solution.

RegisterApplications

Line ofBusiness
Applications

ERP
Systems

Records
Management
Systems

e-Gov
Archive
Service

Information
Portals

Email
Systems

As the pilot study for the Land Registry was
implemented, BRZ received more requests
Customersfrom administrations to manage documents- Universities- Tax and Customs
electronically and integrate processes. In- Administrative Courts - Accounting Agency
response, BRZ built a scalable ECM infra- Federal HR Management- Justice
structure called the “eGov Archive Service”—
Documents
the first-ever Austrian private ECM-cloud- Invoices- Balance Sheets
service. Today, it provides a robust platform- Data Archiving- Contracts
for 12 government customers, 40 govern- Employee Files- Evidences
ment applications, more than 10 ERP systems,- Print Files- Notifications
and mailing systems. The eGOV Archive
Service manages 45 terabytes (TB) of data
FIGURE 14.14: Cloud-Based ECM at BR Z
or 400 million objects, serves approximately
1 million transactions per day, and is accessed by 30,000 users (tax auditors, judges, police,customs officials, HR staff, and accountants) and potentially every Austrian citizen. Services
include managing, accessing, routing, and searching to legally-compliant archiving of all kindsof documents and tight integration with line-of-business and Enterprise Resource Planning(ERP) systems for a comprehensive cloud solution.

www.opentext.com/e-Government/BRZ

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STRATEGIES FOR CHANGE MANAGEMENT

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CHAPTER 15

CH A PTER

1 5

Strategies for
Change Management“The biggest barrier to innovation in digital engagement is not technology,
but culture and lack of imagination.”1

For governments to stay relevant they must continually re-invent themselves. They must
create an environment in which innovation thrives. They should be ready to take risks, follow
coherent strategies and effective leadership, and define new models of engagement, andthey also must be ready for a substantial shift in culture built on openness, inspiration, andtrust. Business problems must be keenly examined and new processes created to solve themfearlessly and with imagination.
An enterprise or “whole of government” strategy is a key ingredient to government transformation based on an e-government infrastructure that delivers secure and integrated information and services. This strategy must be guided by processes, principles, and standards—
and participatory, transformational leadership. While in the private sector the element ofcompetition drives innovation, strong leadership plays a key role in driving innovation ingovernment.

“Open Data is Canada's new natural resource. The possibilities for using
this data are as infinite as our imaginations. I look forward to seeing what
innovative and entrepreneurial Canadians are able to create with this newly
accessible information. Part of what I'm doing is culture change. The cultureof government—any government, any political party, any jurisdiction in theworld—you have a certain amount of culture that is “hoard the information,”
information being power. We are trying to break that down.”
TONY CLEMENT, PRESIDENT OF THE TREASURY BOARD,GOVERNMENT OF CANADA, POSTMEDIA, JANUARY 3, 2012

Malcolm Turnbull, “Australian Minister Calls for Innovation in Digital Media”, FutureGov Summit Australia, December 2013,
http://www.futuregov.asia/articles/2013/dec/04/australian-minister-calls-innovation-digital-gover/ (accessed February 2014).
1

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Transformational Leadership
The operations of e-government could not be achievable without strong leadership basedon a coherent strategy. A strategy accounts for cultural diversity and technology infrastructure challenges while supporting engagement across government departments andpartners. A transformational leader has to overcome outmoded government structuresand old management styles to empower public servants to self-direct, make decisions,experiment, generate ideas, and take risks. Individuals and teams should be rewarded foroutstanding performance. This fosters a sense of pride and ownership. The focus is moreon leadership than it is on management.

Building Capacity
Transformational governments need to build capacity by bringing together people withspecific skill sets to collaborate on projects—including those in private-sector organizations.
A second way to build capacity is through better human capital management, specificallyby offering ways for current civil servants to develop the skills required by future models ofgovernment. This would also improve overall performance. A third way to improve capacity
is to adopt the recruitment and retention practices of the private sector to attract and retain
talent. Finally, building up communities of practice facilitated by e-government technologies
promotes access to proven approaches and preserves knowledge.

Assessing (and Taking) Risks
Strong leadership directs transformation. To effect change, government leaders should be
willing to take risks and redefine processes. IT issues need to be addressed and a risk assessment completed. Where does the largest cost and risk exist? This is typically the starting
point for many projects in both the public and private sectors. Significant concerns areinterruption of service, disruption, and cycles that outlive the tenure of some leaders.

The Canada School of Public Service is using technology to modernize
learning and facilitate flexible courses for learners. Over 100 civil servants
launch an online learning activity at the school every hour.
SOURCE: GOVERNMENT OF CANADA’S BLUEPRINT 2020

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Redefining Processes
Moving away from traditional structures, practices, and solutions often requires startingfrom scratch in redefining processes. Effective e-government leaders add strategic value by
driving the development of next-generation processes. Governments can use e-government
to rapidly create new processes that support customer service—within hours—without
requiring IT support or software development skills. By combining well-structured modules
with pre-built components, an application-factory approach allows a manager to build newprocesses easily. Alternately, an existing process can be used as a template and modified
to suit business needs across customer service. This means that staff can be creative in
anticipating service requirements and designing ways to address them. An on-demandenvironment is supported by a flexible e-government infrastructure, new technologies, andthe ability to re-engineer evolving customer service processes.

Enterprise ArchitectureEnterprise architecture provides a framework for organizational change and includes plans fortransitioning to future government models. Before resources are committed to implementingchange, enterprise architecture identifies capability and risk. Enterprise architecture should
outline ways in which data and information can be integrated with services effectively. Data
integration must be reliable, secure, and accessible. Government enterprise architecture
helps to ensure the interoperability of systems and the sharing of information resources
across agencies. e-Government systems across the public service support digitization, data
integration, and records and information management.

New Models of Engagement
Collaborative e-government technologies facilitate the free flow of ideas and the exchange
of knowledge. To truly transform, governments will have to create networked environments
based on new engagement models to better serve the public and government customers.
Government relationships are complex and difficult to manage, yet they offer a way toapply resources to projects that are beyond a public sector organization’s scope. This
dynamic requires a substantial shift in culture. How to create shifts in culture and support
technology adoption are outlined in the feature below, in the excerpt from an interview
with ClearCadence, based on their experience with change management in governmentorganizations.

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Clear
Cadence
ClearCadence provides theirclients with innovative and costeffective business solutions
through the efficient deployment
and integration of information
technology. The Company
partners with large government
agencies to re-evaluate, re-define,and improve their processes.
What follows is an excerpt froman interview with David Dye,
Co-Founder of ClearCadence,
Jim Conklin, Managing Director of
the BPM Division, ClearCadence,
and Tom Jenkins, Executive
Chairman of OpenText.
TOM JENKINS: What do you find is the

How do people make the decision to movefrom paper to electronic?

It transforms the way they’re doing business, so
the adoption takes a generation phase. You havethe younger people, and they adapt well because
they have grown up using technology. But someof the older generation may be a bit fearful oftechnology and are uncertain about it. So theadoption levels are completely different.
So do you run a hybrid system for a while?

No. We build a process based on what the agency
needs to move forward with. When it comes tosome of the traditional judiciary structures, wemanage change one-on-one when necessary.
Most of your customers are government
and mission-oriented. How do you find theyjustify the cost of the project?

Whether they’re improving efficiencies, reducing
cost, or adding durability to generate revenue—
the closer they can get their ROI model to alignwith a key performance indicator—that’s whatgets an executive’s attention. We typically ask
our customers: “What is the easiest project toimplement that will provide the highest KPI?”
An attainable first win that’s realistic to achieve
in allotted timeframes is critical.
What implementation have you done
recently where you found that magic?

The Court System in the U.S. has experienced
budget cuts, but they still have to produce withlimited resources. We implemented a paperless
JIM CONKLIN: Most of the projects span across project in one division of the court system. Court
papers need to be filed, put in a manila folder, andagencies and touch multiple systems. A good
processed through the system. Content comesexample is a court system. The clerk’s officein from various sources, including electronicallyis managing all the files, but the prosecution,
through an e-filing solution. But these files need
the public defender, and law enforcement also to be verified with the clerk’s office, processed
need access to the files. Coordinating multiple for court review and/or signature, sent back toagencies is the bigger challenge, more so than the clerk’s office—all while keeping the attorney’s
the technology itself.
office in the loop.
biggest challenge that a typical agency has
when embarking on a project?

259

T R A N S F O R M AT I O N I N A C T I O NThere is a lot of content flying back and forthacross government organizations and locations.
If I’m an attorney and I have an emergency case
30 miles away in a different building, when theprocess is digitized and automated, I can pullup the electronic file quickly and easily without
disrupting my work. When the files are digitally
stored, the government has an audit trail ofeverything. So it’s much more efficient for all theagencies and the constituencies. The result is acombination of offering a better service level ata lower cost.

When the files are digitally stored,
the government has an audit trailof everything. So it’s much more
efficient for all the agencies andthe constituencies.

FIGURE 15.1: ClearCadence

260

STRATEGIES FOR CHANGE MANAGEMENT

Challenges to Change Management in Government
Government agencies have been working according to predictable, command-and-control
structures and processes for years at the sacrifice of initiative and performance. The younger
generations are more comfortable with the new ways of engaging and the adaptability
required to respond to changing markets and citizens.
Transformation in government is an ongoing process. Transformational leaders must be
flexible and organizations agile enough to accept this truism. Beyond structural adjustments, achange of attitude in public servants and citizens is already underway. They are adopting entrepreneurial, innovative approaches to communicating and collaborating to improve government operations. They are advocating for more decentralized processes and ownership ofprojects, both of which are contrary to working in an established government bureaucracy.
There are a number of obstacles to be overcome for transformation to occur. The central
agencies of government need to loosen their detailed reporting requirements while maintaining a balance between central oversight and initiative. Department and agency heads are
typically appointed based on their background in government, policy work, and connections.
Once they are appointed, leaders often do not serve long enough to see change implemented.
Tenures are short and depend often on parties in power; leaders tend to focus more on policy
reform than process reform. And finally, many operations are under scrutiny by organizations
with conflicting agendas—including opposition parties, auditors and regulators, the public,
watchdog groups, and the news media.

“Information is a government, nota departmental, asset. CIOs, likeothers in back-office functions, needto start thinking and acting more
like enterprise leaders, providing
value within the context of thebigger strategic picture rather thanfocusing on the day-to-day technicalchallenges that they have typically
been concerned with.”

In many ways, public sector organizations
resemble private sector companies and canbe run as such. In the past decade, privatesector management techniques have been
adopted based on competitive tendering,market testing, and privatization.2 The result
has been a clearer delineation between thevery natures of the two types of organizations
based on very different management styles.
The call to arms has been for reform from the
top down as well as from the bottom up.

CORINNE CHARETTE, CHIEF INFORMATION OFFICER,GOVERNMENT OF CANADAHenry Hornstein, “Successes and potential obstacles to change management in the public service”, Ivy Business Journal, 2010,
http://iveybusinessjournal.com/topics/the-organization/successes-and-potential-obstacles-to-change-management-in-the-publicservice#_ftn4 (accessed February 2014).
2

E-GOVERNMENT OR OUT OF GOVERNMENT

261

CHAPTER 15

FIGURE 15.2: e-Government Framework—Aligning Objectives with Capacity for Better Outcomes

Throughout government departments and agencies, there are examples of significant
performance improvements. All of the stories included in this book are about e-governmenttransformation—from its current state of digitization and transaction to a future state ofinteraction, engagement, and participation. The vision of transformation is being defined andrecognized as one that will be in a perpetual state of flux. So structures and processes must
subsume this, and forays down the path to making strategic vision a reality will be many andvariant. The good news is—as we have illustrated throughout this book—the technology isavailable, and many governments have already taken their first steps toward implementing acomprehensive and effective e-government strategy.

262

APPENDIX: OPENTEXT BOOK MATRIXAPPENDIXA PPEN DIX :OpenText Book Matrix
If you would like to read more about Enterprise Information Management technologies,
please see our recently published book entitled, Enterprise Information Management (EIM):
The Next Generation of Enterprise Software.
This book describes the EIM journey. What is the state of enterprise information now?
Where are we headed? What exactly is EIM and how will you know if it’s suited for youragency? The book contains all the answers to these questions, and more.
As an approach, a strategy, and an integrated suite, EIM optimizes the information flowsthat formulate the foundation of an agency’s mission operations. Enterprise Information
Management unlocks the potential for superior service delivery and performance, reduced
regulatory risk and cost, optimally efficient business processes, more engaging citizen anduser experiences, and effective online transactions and information exchange—on premise,in the cloud, and on mobile devices.

How to Use this Book with the EIM Book
For more detailed information, each of the EIM technologies and their related strategies andbest practices can be mapped to specific chapters in the e-Government or Out of Government
book. Please use the matrix below to cross reference chapters with the relevant chapters
in Enterprise Information Management (EIM): The Next Generation of Enterprise Software.

E-GOVERNMENTOR OUT OF
GOVERNMENT

264

ENTERPRISE
INFORMATIONMANAGEMENTOPENTEXT BOOK MATRIXe- Government or
Out of Government

Enterprise Information Management:
The Nex t Generation of Enterprise Sof t ware

CHAPTER 1:

CHAPTER 1: The Evolution of Information Management

The Business Needfor e-Government

CHAPTER 11: Focused on the Value
CHAPTER 12: Information Flows and the Journey

CHAPTER 2:

CHAPTER 9: The Social Enterprise

CHAPTER 3:

CHAPTER 2: Enterprise Content Management

How Governments Are Organized
The Government ICT Landscape

CHAPTER 7: Information Governance
CHAPTER 8: Information Security
CHAPTER 12: Information Flows and the Journey

CHAPTER 4:

e-Government
Drives Productivity

CHAPTER 2: Enterprise Content Management
CHAPTER 3: Business Process Management
CHAPTER 4: Customer Experience Management
CHAPTER 5: Information Exchange
CHAPTER 6: Discovery

CHAPTER 5:

CHAPTERS 1 - 12

CHAPTER 6:

CHAPTER 2: Enterprise Content Management

e-Government Technologies
e-Government at theInternational Level

CHAPTER 3: Business Process Management
CHAPTER 5: Information Exchange
CHAPTER 9: The Social Enterprise
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 7:

e-Government at the
National Level

CHAPTER 3: Business Process Management
CHAPTER 4: Customer Experience Management
CHAPTER 5: Information Exchange
CHAPTER 9: The Social Enterprise
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 8:

e-Government at theRegional Level

CHAPTER 3: Business Process Management
CHAPTER 4: Customer Experience Management
CHAPTER 9: The Social Enterprise
CHAPTER 10: Mobile Computing and the Cloud

E-GOVERNMENT OR OUT OF GOVERNMENT265

APPENDIX

e- Government or
Out of Government

Enterprise Information Management:
The Nex t Generation of Enterprise Sof t ware

CHAPTER 9:

CHAPTER 3: Business Process Management

e-Government at Local Level

CHAPTER 4: Customer Experience Management
CHAPTER 9: The Social Enterprise
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 10:

CHAPTER 12: Information Flows and the Journey

CHAPTER 11:

CHAPTER 4: Customer Experience Management

Reinventing Public-Private
Partnerships (P3s)e-Government and the Future

CHAPTER 9: The Social Enterprise
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 12:

Open Government
and Crowdsourcing
CHAPTER 13:

e-Government
and Big Data

CHAPTER 2: Enterprise Content Management
CHAPTER 7: Information Governance
CHAPTER 8: Information Security
CHAPTER 2: Enterprise Content Management
CHAPTER 5: Information Exchange
CHAPTER 6: Discovery
CHAPTER 7: Information Governance
CHAPTER 8: Information Security
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 14:

Mobile e-Government
in the Cloud

CHAPTER 4: Customer Experience Management
CHAPTER 5: Information Exchange
CHAPTER 7: Information Governance
CHAPTER 8: Information Security
CHAPTER 10: Mobile Computing and the Cloud

CHAPTER 15:

Strategies for
Change Management

266

CHAPTER 11: Focused on the Value
CHAPTER 12: Information Flows and the JourneyGLOSSARYE-GOVERNMENT OR OUT OF GOVERNMENT

GlossaryA

Archive (verb) - The systematic transfer
of valuable digital data, which no longer
requires immediate accessibility, to alternate
storage media. Often stored on Computer
Output to Laser Disk (COLD) systems.

Accountability - The acknowledgment ofresponsibility for actions, decisions, andpolicies by the government (civil servantsand politicians) according to public standards
Archives (noun) - Preserved records and digitalof review and legislative bodies such as a
assets that have been identified as potentiallycongress or parliament.
valuable for future legal, evidentiary, or
Administration (also Public Administration) - historical information. These records are
The development, implementation, andpreserved in the context of their creation as
delivery of government policy, or theevidence of action, decision, and transaction.
management of public programs.
“Archives” also refers to the department or
institution entrusted with this task.
Advanced Research Projects
Administration (ARPA) - Agency created in
1958 by President Dwight D. Eisenhower
for the purpose of advancing research anddevelopment projects in technology andscience for military purposes.
API - See Application Programming Interface.
Application (App) - Software or programs
used to execute tasks on computers.
Application Programming Interface (API) An interface implemented for a software
program to enable interaction with othersoftware, much in the same way that a userinterface facilitates interaction between
humans and computers.
App Store - A digital distribution platform
for iPhone® mobile apps developed andmaintained by Apple Inc. Users can visit
the App Store,® for example, to browse anddownload apps developed by Apple.
Arab Spring - The wave of revolutionary
demonstrations and protests, riots, andcivil wars that took place in the Arab world
beginning in December 2010.

268

ARPANET - One of the world’s first
networks to implement TCP/IP, and theoriginator of what was to become theInternet, funded by ARPA within the U.S.
Department of Defense.

B
Baby Boomers - The generation born during
the demographic Post–World War II baby
boom between the years 1946 and 1964
that enjoyed a great amount of prosperity
after the war.
Bandwidth - The volume of information
per unit of time that a computer, person, ortransmission medium can handle.
Benchmarking - Comparing businessperformance and processes to best practices
in the industry.
Big Data - Information assets that exist
in high-volume, high-variety, and highvelocity and require innovative analytics toextract intelligent information that results inimproved decision-making.

GLOSSARY

Bilateralism - Refers to relationships formed
between two sovereign states for economic,
cultural, or political purposes. Free Trade
Agreements are often based on a bilateralagreement between two nations.
Blended Learning - Combining two or
more teaching methods in a hybrid form ofteaching designed to benefit students.

Citizen-centric - Integrated approach
to public service delivery that focuses
on meeting citizen needs across multiple
channels and devices to increase levels of
engagement and satisfaction. Changes are
required at the cultural, organizational, andtechnical levels.
Citizen Participation (also Participatory
Government) - Involvement of citizens inpolicy development and service delivery at
all levels of government.

Blog (also Web Log) - A chronological andtopic-oriented collection of entries posted
on a web page. Typically, blogs communicate
an author’s point of view and solicit feedback Civic Obligation - The responsibilities ofin the form of comments which can be
citizens in a democratic government, suchposted with the blog.
as voting, etc.
BPM - See Business Process Management.

Civil Servant - See Public Servant.

Browser - See Internet Browser.

Cloud Computing (“The Cloud”) - A metaphor
Business Applications - Software programs inspired by the cloud symbol used toused to solve business needs such as word represent the Internet in flow charts anddiagrams. Cloud computing describes theprocessing, accounting, or customer
disruptive transformation of IT toward a
relationship management.
service-based economy, driven by economic,
Business Intelligence (BI) - A technology
technological, and cultural conditions.
for analysis of information contained instructured data. It is the structured counter- Collaboration Software - Programs
that link processes and individuals acrosspart to content analytics.
different locations and time zones to create
Business Process Management (BPM) an environment where team members work
Refers to aligning processes with an
together to share ideas, experiences, andorganization’s strategic objectives, designing knowledge.
and implementing process-centric tools orarchitectures, and determining measurement Collaborative Workspace (or “Conference”) systems for effective process management. A shared workspace in a connectedenvironment where users can collaborate
and work together even when separated byC
geography. Users can both store content in
CEM - See Customer Experience Management the workspace, as well as hold discussions.
Channel - A communication medium to
output content. It could be via the web,printed materials, video, CD-ROM, etc.
Chat (also Instant Messaging or IM) - Realtime instant messaging and other forms ofchat within the context of an overall topic,
website, or meeting space.

Command-and-control - Bureaucratic
management structure of government.
Commenting - Adding online comments
to social media to add value, includingcommenting on online documents, blogs,
wikis, and more.

269

E-GOVERNMENT OR OUT OF GOVERNMENT

Compliance - Adherence to a body ofregulations, government legislation, or
standards (for example, ISO 9000).
Composite Applications - Model-driven
development environments that rely ongraphical process modeling tools to support
direct interpretation of the models into
executable code. The technical concept
can be compared to mashups, however,composite applications use business sourcesof information, while mashups typically rely
on web-based sources.

Content Syndication (also Web Syndication) A form of syndication that makes website
content available to multiple sites, often in
the form of web feeds delivering summaries
of recently added or updated content.
Contextual Information (Collaboration) Smaller services/objects that can beembedded in business applications.

Contextual Searching - Contextual searchgoes beyond searching on file name or key
fields. It looks at the data within documents
and records and supplies results based on
Conferencing - Real-time meetings between the context of content.
groups over the web. In organizations, thesemeetings facilitate the exchange of information Contractor - A business or individual that
as if all the users were in one room together, contracts with an organization (in the public
such as collaboration around presentations sector for the context of this book) for thedelivery of a product or a service such as theor spreadsheets, on white boards, andbuilding of a facility, road, etc.
shared screens.
Cross-Platform - Refers to developing for,Connectors - In database management, alink or pointer between two data structures. and/or running on, more than one type of
hardware platform. It implies two different
methods. The first method is programmingContent Analytics - A technology usedsource code that is compiled into different
for analysis of information contained incontent. It allows customers to optimize their machine environments, each of which has
to be supported separately. The seconduser experience by dynamically serving up
method uses an interpreter such as the Java
content based on automatically evaluatedVirtual Machine.
content relevance.
Content Lifecycle Management (CLM) The combination of document management,
records management, workflow, archiving,and imaging software and hardware intoa fully integrated solution to effectively
manage the lifecycle of content, from creation
through to archiving and eventual deletion.
Content Management - Storage, maintenance, and retrieval of HTML and XML
documents and all related elements. Content
management systems may be built on top ofa native XML database and typically provide
publishing capabilities to export content not
only to a website, but to physical media andprint as well.
270

Crowdsourcing - Acquiring solutions,services, or ideas by outsourcing
development and ideation to “the crowd”,
typically from an online community, rather
than from traditional employees or suppliers.
Curriculum - A set of courses offered bya school, college, university or educational
institution.
Customer Experience Management (CEM) An integrated suite of CEM products delivered as a comprehensive platform to manage
media, web, social, and interactive content todeliver a consistent user experience acrossmultiple channels.

GLOSSARY

Customer Relationship Management (CRM) Enterprise-wide software applications thatallow companies to manage every aspect of
their relationship with customers. The goal ofthese systems is to assist in building lastingcustomer relationships and to turn customer
satisfaction into customer loyalty.

D
DAM - See Media Management.

Data Protection Directive - A European
Union directive which regulates theprocessing of personal data within theEuropean Union.
Data Warehouse - A database designed tosupport decision making in an organization.
Data from the production databases arecopied to the data warehouse so that queries
and analysis can be performed without
disturbing the performance or the stabilityof the production systems.

Data Archiving - Data archiving offloads
Deep Web - Refers to World Wide Web
historic data from the online database andarchives it for future access on a secure media. content that is not part of the surface web,which is indexed by standard search engines.
Database - A collection of data arranged for The Deep Web consists of content withinease and speed of search and retrieval.
organizations, behind firewalls, and othersecurity processes.
Database Management Systems Software packages that control the creation Desktop - The area of the monitor screen
maintenance, and use of a database.
in a graphical user interface (GUI) against
which icons and windows used to run
Data Capture - A method of data input thatapplications appear.
requires no data entry. Specific devices aredesigned to capture data such as barcode
Digital Age (also Information Age) readers or magnetic stripe readers (such as The shift from an industrial-based economy
those found on a credit card).
(industrialism) to one based on information
technologies.
Data Center (also called Server Farm) A collection of computer servers usually
Digital Asset - Describes any subdivision
maintained by an enterprise to accomplish
or collection of content and metadata thatserver needs far beyond the capability of one holds value to the owner. Digital assets may
machine. Server farms often have backup
include photos, video, audio, web pages, text
servers, which can take over the function
documents, Microsoft ® PowerPoints, orof primary servers in the event of a primary graphics.
server failure.
Digital Asset Management (DAM) Data Protection Act (DPA) - A United
See Media Management.
Kingdom Act of Parliament which defines
Digital Divide - The gap between those
U.K. law on the processing of data on
identifiable living people. It is the main piece with access to technology and required
technologies (such as ICTs) and thoseof legislation that governs the protectionof personal data in the U.K. It was enacted without. Also a delineation between theto bring U.K. law into line with the EU data more prosperous highly developed nations
and poor developing nations.
protection directive of 1995.

271

E-GOVERNMENT OR OUT OF GOVERNMENT

Digital Economy - An economy based on
goods and services produced through web
technologies, digital media technologies,
and other electronic business processes.

Document - A piece of work created with
an application, such as a word processor.
A computer file that is not an executable fileand contains data for use by applications.

Digital Experience Management (DEM) Using tools such as widgets to embed digital
media, DEM presents significant content
distribution opportunities for organizations
outside the enterprise, as well as enabling
emerging social collaboration tools within
the enterprise.

Document Management (DM) - Involves
the capture and management of documents
within an organization. The term traditionallyimplied the management of documents after
they were scanned into the computer. Today,
the term has become an umbrella term underwhich document imaging, workflow, andinformation retrieval fall.

Digital Governance - ICT-enabledgovernance, or the creation, implementation, Document Repository - A database thatand delivery of ICT-based models for better includes author, data elements, inputs,
governance.
processes, outputs, and interrelationships.

Digital Media - The term encompasses a
DoD - United States Department of Defense.
wide variety of content types: photos, graphics,
audio files, video clips, Flash® animations,
DoD 5015.2 - United States Department of
PDFs, PowerPoint ® files, and design layouts. Defense 5015.2-STD or the Design Criteria
Standard for Electronic Records Management
Digital Native - A person who was born
Software Applications.
during or after the introduction of digitaltechnology and, through interacting with itfrom an early age, has a good understanding E
of its applications.
ECM - See Enterprise Content Management.
Discovery - A category of EIM offerings
that helps organizations capture, combine,and transform data across information silos
into formats that can be analyzed for deeper
business insight.

ECM Applications - Applications usually
tailored to address line-of-businessproblems or customized for specific verticalmarkets.

Disposition - Final deletion of content when EDI - See Electronic Data Interchange.
it reaches the end of its lifecycle.
EIM - See Enterprise Information Management.
Disruptive Innovation (also Disruptive
Technology) - Used in business andtechnology, a disruptive technology or
disruptive innovation is an innovation thatcreates a new market and value network,and eventually disrupts an existing market todisplace an earlier technology there.
Distance Learning - Remote learning basedon students not being physically present in aclassroom, typically accessed through webbased technologies.
272

e-Democracy - The use of ICTs to promote
democracy through citizen participation in
the creation and delivery of government
programs, services, policies, and resources.
e-Discovery (or Electronic Discovery) Refers to discovery in civil litigation or
government investigations which deals withthe exchange of information in digital format.

GLOSSARY

e-Government (also Electronic Government) Refers to the use of ICTs and Internet, webbased, or mobile technologies to improve
operational performance, engage with citizens,and deliver government services. It encompasses technologies for e-services, e-health,e-procurement, e-voting, e-management,
e-democracy, and more. In scope, e-government moves beyond providing services online
and encompasses a holistic vision of electronic
government that consolidates processes,
resources, and information across agencies.
e-Health - Using ICTs to facilitate healthcare practices.

Email Management - The application ofcontent lifecycle management to emails tomanage the creation, archiving, storage anddisposition of email messages.
e-Management - Using ICTs to facilitate
all aspects of management, from training
through to performance management.
Empowerment - Refers to supporting
consumers of government information,
programs, and resources (citizens and civil
servants) to increase engagement, productivity,
performance, and overall satisfaction.

Engagement - Extending the use of ICTs tohelp bring citizens, businesses, and public
e-Invoicing (also Electronic Invoicing) servants closer to their government. ICTs
A form of electronic billing based on
introduce more channels for engagement intechnology and streamlining the process
the policy development and decision-making
between participants, such as customers
processes of government. Engaging citizens
and their suppliers.
in the political process, for example, throughe-Learning - The use of electronic media and open, transparent, and accountable government.
information and communication technologies
Enterprise Application - A computer program(ICT) in education.
designed to perform specific functions, such
Electorate - Registered, voting public.
as inventory control, accounting, payroll,material management, etc.
Electronic Data Interchange (EDI) A document standard that acts as common Enterprise Content Management (ECM) interface between two or more computer
A set of enterprise content management (ECM)
applications to better understand thetechnologies including a platform to unite
document transmitted. EDI is commonly
capture, document and records management,
used by large organizations in e-commerce workflow, search and archiving as well as appprocesses.
lications and add-ons such as email, e-discovery,
auto-classification, contract management
Electronic Digital Management System - In and engineering document management.
order to manage digital documents, systems
created to allow users on a network to view,
markup, and edit documents.
Electronic Government - See e-Government.
Email - One of the first and most popularuses for the Internet, email (electronic mail)is the exchange of computer-stored
messages by telecommunication.

273

E-GOVERNMENT OR OUT OF GOVERNMENTEnterprise Information Management (EIM) A comprehensive software suite thatencompasses the capture of information;
the management of structure, unstructured,and application data; the exchange andpresentation of information on both sides ofthe firewall; intelligent business processes
and solutions; information applications thatparallel ERP data and process; enterprise
information architecture that enables
enterprise applications as well as mobile,social, and cloud; and Business Intelligence
and analytics. Complete EIM consists ofEnterprise Content Management (ECM),
Business Process Management (BPM),
Customer Experience Management (CEM),
Information Exchange, and Discovery.
Enterprise Resource Planning (ERP) Any software system designed to support
and automate the business processes of
medium and large businesses. This may
include manufacturing, distribution, personnel,
project management, payroll, and financials.
ERP systems are accounting-oriented
information systems for identifying andplanning the enterprise-wide resources
needed to take, make, distribute, andaccount for customer orders.

e-Procurement (also Electronic Procurement) Purchasing goods and services over theInternet, replacing manual, paper-based
processes with electronic processes andinformation management to improve
efficiencies across all touch points in the
supply (or value) chain.
European Union (EU) - An economic andpolitical union of 28 member states that arelocated primarily in Europe.
Exabyte (EB) - The exabyte is a multiple ofthe unit byte for digital information storage.
1 exabyte is 1,000 PB. The unit symbol forthe exabyte is EB.

F
FDA - Food & Drug Administration (FDA)(United States). FDA’s mission is to promote
and protect the public health by helping safeand effective products reach the market ina timely way while monitoring products forcontinued safety after they are in use.
FDIC - Federal Deposit Insurance Corporation(FDIC) (United States). Insures deposits andpromotes safe and sound banking practices.

Federal Government - Pertains to a union
Entitlement - A guarantee of access toof states under a central government distinct
something, such as land or welfare benefits, from the individual governments of thebased on established rights or by legislation. separate states.
Entity Extraction - An entity extractor locatesand extracts places, people, organizations,and more. Controlled vocabularies andlinguistic rules are used to identify andextract all occurrences of an entity type.
Entity types can include product names,
company names, proper names, geographic
locations, dates, times, and more.

274

Federalism - Describes the constitutional
division of power between a central (ornational) government and states or provinces,as determined by a constitution.
Federation - A political entity made up
of a union of partially self-governingstates or regions under a central (federal)
government.

GLOSSARY

Federal Risk and Authorization
Management Program (FedRAMP) A government-wide program that provides a
standardized approach to security assessment, authorization, and continuous monitoring for cloud products and services.

G-20 Summit - The annual meeting forleaders of the G20 Countries. Throughout
the year, finance ministers and central bankgovernors meet regularly to discuss ways
to strengthen the global economy, reform
international financial institutions, improvefinancial regulation, and discuss the key
FISMA (or Federal Information Security
economic reforms that are needed in each ofManagement Act of 2002) - A United States the member countries. Underpinning thesefederal law enacted in 2002, requiring each meetings is a year-long program of meetings
U.S. federal agency to develop, document,
among senior officials and of working groups
and deploy an agency-wide program tocoordinating policy on specific issues.
provide information security.
Geospatial Analysis - Applying statistical
Firewall - A firewall is a part of a computer analysis and other informational techniques
system or network that is designed to block to data which has a geographical orunauthorized access while permitting
geospatial aspect.
authorized communications.
Gigabyte (GB) - The gigabyte is a multiple ofForums - Online discussion forums in which the unit byte for digital information storage.
users post “articles” to forums organized
One gigabyte is 1,000 MB or one thousand
around a topic, typically in question andmillion bytes. The unit symbol for theanswer format resembling an offline discussion. gigabyte is GB or Gbyte.
FRB - Federal Reserve Board (USA).

Globalization - The development of an
Freedom of Information Act (also Freedom increasingly integrated global economy,
characterized by free trade, free flow ofof Information Laws) - Full or partial
capital, migration of people, and knowledge
disclosure of information to the generalpublic to data held by national governments exchange.
based on “right-to-know” legal process by
Governance - All processes of governing,which requests may be made.
whether undertaken by a government,
FSA - Financial Services Authority (FSA)(U.K.). Independent body which regulates
the financial services industry in the U.K.

G

organization, or industry.

Government App Store - The enterpriseequivalent to the Apple App Store® as a
distribution platform, only maintained
behind the firewall (or in a private cloud).

G8 Countries - A forum for the leaders ofGovernment-to-Business (G2B) eight countries with the strongest economies This relationship describes information andto discuss financial and trade matters.
services that are used by entrepreneurs,
businesses, and corporations for commercial
G20 Countries - The Group of Twenty
use, including filing statements of incorporation,(G20) is the premier forum for its members’
obtaining business licenses, customs declarinternational economic cooperation andations, and more.
decision-making. Its membership comprises
19 countries plus the European Union.

275

E-GOVERNMENT OR OUT OF GOVERNMENT

Government-to-Citizen (G2C) - This describes
the interactions and transactions that takeplace between a citizen and their government,
including the use of public services forindividual or family use, such as the paymentof taxes, payments of fines to local or state
governments, personal records such as a
passport or a new drivers license or a changeof address, social security, public libraries,
student loans, benefits, and any healthrelated services.
Government-to-Employee (G2E) - This modelof engagement defines the relationships
between governments, employees, andcontractors. It describes the exchange of
information at an interagency level, between
departments, management, and personnel
regarding administrative tasks, performance,and mission activities.

Hosting - Maintaining a computer system
and its applications at a third-party site.
Homeland Security Act (HSA) - With
the passage of the Homeland Security
Act by Congress in November 2002, theDepartment of Homeland Security formallycame into being as a stand-alone, cabinetlevel department to further coordinate andunify national homeland security efforts.

I
Identity Theft - Stealing an individual’s
personal information (such as name, social
insurance number, passport number, credit
card numbers, etc.), and assuming this identity,
without the individual’s knowledge of it.

IMF (International Monetary Fund) The IMF is an organization of 184 countries
working to foster global monetary
Government-to-Government (G2G) cooperation, secure financial stability,
This model of engagement involves theexchange of information between government facilitate international trade, promote highemployment and sustainable economic
authorities regarding administration, laws,
policy development, programs, and projects. growth, and reduce poverty.
GPS or Global Positioning System A satellite-based navigation system maintainedby the US government that provides locationand time information anywhere on the Earth,which is freely accessible by anyone with a
GPS receiver.

H
Hackathon: An event or short duration
during which computer programmers andothers involved in software development
collaborate on software project.
Also called “appathons”.
Health Insurance Portability andAccountability Act (HIPAA) - Enacted by
the United States Congress and signed byPresident Bill Clinton in 1996, HIPAA protects
health insurance coverage for workers and theirfamilies when they change or lose their jobs.
276

Information Exchange - A set of solutions
within Enterprise Information Management(EIM) that facilitates efficient, secure, andcompliant exchange of information insideand outside of organizations.
Information Age - See Digital Age.
Information and Communication
Technologies (ICTs) - New media technologies
combined with Internet users, service
providers (such as telecommunications)and enterprise applications to facilitate
the access, storage, transmission, andmanipulation of information.

GLOSSARY

Information Governance - The set of multidisciplinary structures, policies, procedures,processes, and controls implemented to manage information on all media in such a waythat it supports the enterprise’s immediateand long-term regulatory, legal, risk, environmental, and operational requirements.

International Monetary Fund (IMF) A multilateral organization that oversees
the global financial system and monitors
the economic and financial policies of its
188 member countries.

ment of modern communities, identifies smart
cities around the world, and ranks them eachyear. They examine the ways that communities
can create prosperity based on advances incommunications and technology and sharing
best practices for sustainable growth.

ISO 9000 - A series of standards publishedby the International Organization forStandardization (ISO) to define, establish,
and maintain a quality assurance system for
manufacturing and service industries.

International Organization for Standards(ISO) - A worldwide federation of national
Information Technology (IT) standards bodies from 156 countries. Its
The development, design, implementation, global vision is to develop standards that
support, and management of technologysupport the facilitation of global trade; thebased information systems, including
improvement of quality, safety, security,
computer hardware and software.
environmental and consumer protection; aswell as the rational use of natural resources
Infrastructure - The physical andand global dissemination of technologies andorganizational structures required for thegood practices, all of which contribute tooperation of a country, economy, or enterprise economic and social progress.
to function.
Interoperability - The extent to which
Instant Messaging (IM) - See Chat.
systems and devices can exchange data,
Intelligent Community Forum - A thinktank interpret shared data, and present it so thatthat studies the economic and social develop- it can be understood by a user.

ISO 14000 - A series of standards publishedby the International Organization forStandardization (ISO) that help organizations
minimize the impact of their operations on
Internet Browser - The program that serves the environment, in compliance with laws,
as the client front end to the World Wide Web. regulations, and requirements.
Internet - An interconnected system of
networks that connects computers aroundthe world via the TCP/IP protocol.

Internet of Things - The network of physicalobjects that contain embedded technology K
to communicate and sense or interact with Keyword - A term used as a keyword to
retrieve documents in an information system
their internal states or the externalsuch as a catalog or a search engine.
environment.
Intranet - An “internal Internet” configured
behind a firewall to connect individuals anddepartments. A privately maintained computer
network that can be accessed only byauthorized persons, especially members or
employees of the organization that owns it.
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E-GOVERNMENT OR OUT OF GOVERNMENT

Knowledge Management (KM) - An umbrellaterm for making more efficient use of thehuman knowledge that exists within an
organization. The major focus is to identify
and gather content from documents, reports,
and other sources and to be able to searchthat content for meaningful relationships.
Knowledge Management also concerns theability to identify high-value individuals
within an organization.

Millenials (also known as the Net Generation) The generation born after 1982, also called
the Net Generation, who are technicallysavvy and expect to use the same technologies and tools in the workplace that they
use at home, and in their leisure time, toexchange information and other media.

Mobile App - Mobile apps, also called mobile
applications, are software applications thatrun on smartphones and tablet computers.
Mobile apps are discreet programs designedLto solve a specific purpose with a tether
Legacy Software - An old, outdated method, to back-office servers or new types oftechnology, computer system, or application availability via “app content servers”. They
are designed to perform at the touch of aprogram.
smart screen, enabling users to do things
Learning Management Systems (LMS) that begin to exceed what is possible with aA software application to administer, document, conventional PC connected to the Internet.
track, and report training programs, classroom
and online events, e-learning programs, and Mobile Device - Includes personal digitalassistants, smartphones, and tablet computers.
the associated content.
A mobile device is a small hand-held computing
device typically operated with a touch screenMor miniature keyboard.
Mainframes - Computers used mainly by
MoReq 2010 v1.1 - Short for “Modellarge organizations for critical applications,
Requirements for the Management
typically bulk data processing such as census,
of Electronic Records”, it is a formalindustry and consumer statistics, enterpriserequirements specification for an
resource planning (ERP), and financial
electronic records management system.
transaction processing.
Multilateralism - International governanceMedia Management (also known asthat involves the development of rules, policies,
Digital Asset Management, Brand Assetand organizations to resolve common issues
Management or Media Asset Management) and support collaboration among three orMedia Management consists of the ingestion,
more sovereign countries or nations.
storage, management, retrieval, production,and distribution of digital assets.
Multimedia - Integration of text, voice,video, images, or some combination of these
Metadata - Sometimes known as data abouttypes of information. Also called rich media.
the data, metadata describes and provides
context for content.
Multinational Organization - A large
corporation which both produces and sells
goods or services in various countries, often
proponents of globalization.

278

GLOSSARYN

Operating System - A computer’s master
control program that manages its internal
Net Generation - See Millennials.
functions and controls its operation. An operNon-governmental Organizations (NGOs) - ating system provides commonly used
Organizations that are not a part of a govern- functions and a uniform, consistent means
for all software applications to access thement and are not conventional for-profit
computer’s resources. Windows® and UNIX®
businesses. NGOs operate independently
from government, but form close relationships are operating systems.
with specific government organizations.
Optical Character Recognition (OCR) -O

Recognition of printed or written charactersby computer. Each page of text is converted
to a digital image using a scanner and OCR isthen applied to the image to produce a text file.

Online - Connected to or accessible via a
computer or computer network. Typicallyrefers to being connected to the Internet or Organisation of Economic Cooperation
to another remote service.
and Development (OECD) - International
economic organization of 34 countries
Open Data - Information that is accessible,
founded in 1961 to stimulate economic
available in digital machine-readable format,
progress and world trade.
and can be re-used under open license terms.
Open Government - A governing principlethat gives citizens the right of access to the
documents, data, and proceedings of government to allow for greater transparency.
The drive to open government reflects andrespects the necessary balance between
freedom of information and protection ofprivacy legislation in many jurisdictions.
Open Government Partnership (OGP) The Open Government Partnership (OGP)
was launched in September 2011, when the
8 founding governments (Brazil, Indonesia,
Mexico, Norway, Philippines, South Africa,
United Kingdom, and the United States)
endorsed an Open Government Declaration.
Open Government Standards - The Open
Government Standards were initiated in
April 2012 to coincide with the presentationof the OGP National Action Plan.

P
Paperwork Reduction Act - A UnitedStates federal law enacted in 1980 designed
to reduce the total amount of paperwork
burden the federal government imposes on
private businesses and citizens.
Performance Management - Processes,
programs, or approaches that ensure goals
are consistently met in an efficient manner.
Permissions - Management of who canaccess a computer or network. The AccessControl List (ACL) is the set of data associatedwith a file, directory, or other resource thatdefines the permissions that users, groups,
processes, or devices have for accessing it.

Open Source - Refers to a computer programin which the source code is available to thegeneral public for use and/or modificationfrom its original design.

279

E-GOVERNMENT OR OUT OF GOVERNMENT

Personal Information Protection andElectronic Documents Act (PIPEDA)(Canada) - Sets out ground rules for how
private sector organizations may collect,
use or disclose personal information in thecourse of commercial activities. PIPEDA also
applies to federal works, undertakings andbusinesses in respect of employee personal
information. The law gives individuals theright to access and request correction of thepersonal information these organizations
may have collected about them.

PRO - The Public Records Office of theUnited Kingdom of Great Britain.
PRO publishes a standard for records
management systems designed to ensureinteroperability with the national archive andpromote records management best practices
throughout the U.K.

Portal - Within the enterprise, softwarethat provides access via a web browser into
all of an organization’s information assets
and applications. Portals provide a variety
of services including web searching, news
directories, free email, discussion groups,
online shopping, and links to other sites.

Public-Private Partnerships (PPPs or P3s) A cooperative venture between the public
and private sectors, built on the expertise ofeach partner that best meets clearly defined
public needs through the appropriate
allocation of resources, risks and rewards.

Process Management - The automationof business processes using a rule-based
expert system that invokes the appropriate
tools and supplies necessary information,
checklists, examples, and status reports toPetabyte (PB) - The petabyte is a multiple of the user.
the unit byte for digital information storage.
1 petabyte is 1,000 TB. The unit symbol for Procurement - Process for purchasing
goods and services, based on a multi-party
the petabyte is PB.
collaboration process that spans multiple
Platform - The term originally concerned
stakeholders in purchasing, financial accountonly CPU or computer hardware, but it
ing, inventory management, and otheralso refers to software-only environments. external vendors.
A messaging or groupware platform implies
PSI - Public Sector Information.
one or more programming interfaces thatemail, calendaring, and other client programs Public Administration - The development,
are written to in order to communicate with implementation, and delivery of government
the services provided by the server.
policy, or the management of public programs.

Public Service Without Borders (PSWB) Public Service Without Borders (PSWB)
is a dynamic IPAC (Institute of Public
Administration) online community for new
and experienced public sector professionals,
academics, and students of public adminiPrivatization - Transferring ownership ofstration and policy across Canada anda business, enterprise, or agency from thepublic sector to the private sector, either to around the world.
a business that operates for a profit or to a
not-for-profit organization.
Privacy Acts - Impose obligations on how
government departments and agencies must
handle the personal information of citizens,
permanent residents, and foreign nationals.

280

GLOSSARYQ

Rights and Permissions - Identifies thecircumstances under which a particular asset
Quality Assurance - Applied during premay be used. For instance, indicates who
production and manufacturing to ensure
legally owns the asset, in what mediums it
products being made will meet specifications may be used (web, print, TV), and the financial
and requirements.
liabilities incurred to include the asset.

R
Records Management (RM) - Refers to thecreation, retention, and scheduled destructionof an organization’s paper and film documents.
Email and computer-generated content also
fall into the RM domain.

S
Sarbanes-Oxley Act - Passed by U.S.
Congress to protect investors fromthe possibility of fraudulent corporate
accounting activities.

Scalability - Ability to reach highRedundancy - The duplication of critical
performance levels.
components of a system with the intention ofincreasing reliability of the system, usually in Search - A technology focused on user-driven
information retrieval based on statisticalthe case of a backup or fail-safe.
occurrence of search keywords in text-based
Regulatory Compliance - See Compliance.
content.
Regulatory requirements - Overseen byvarious governmental agencies to ensurecompliance with laws, regulations andestablished rules. Examples relevant tocontent management applications include:
DoD 5015.2 Standard, Basel II, and HIPAA.
Relational Database - A database in which
all the data and relations between them areorganized in tables. A relational databaseallows the definition of data structures,storage and retrieval operations, andintegrity constraints.

SEC - Securities and Exchange Commission.
The SEC was established by Congress tohelp protect investors by administering
the Securities Act of 1933, the Securities
Exchange Act of 1934, the Securities Act
Amendments of 1975, the Trust Indenture
Act, the Investment Company Act, theInvestment Advisor’s Act and the Public
Utility Holding Company Act.

Semantics - A term used often in thecontext of the Semantic Web, which
typically refers to RDF-based modeling ofReporting - Metrics-focused analysis of user online user experience. In the context ofcontent analytics, the term semantics isbehavior (unlike web analytics, which issometimes used to refer to the connotation
experience driven).
of information contained in content or what
Repository - Think of this as the enterprise is the information about.
library—it is a location for storage, often forsafety or preservation within the enterprise. Semantic Search - Searches data beyond
It is a trusted source of content that can be just word recognition, seeking to understand the intent of the user and the contextual
searched and retrieved.
meaning of words as it searches.
Rich Content or Media - See Digital Media.

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E-GOVERNMENT OR OUT OF GOVERNMENT

Sentiment Analysis - Sentiment analysis
detects the tones in content, identifying anddisplaying opinions that are expressed inclusters of sentences, phrases, or entities.

Social Networks - Websites that facilitate
connections of people based on self-generated
user profiles. Facebook.com and LinkedIn.®
com are examples of social networking sites.

Server - A server computer, sometimes called
an enterprise server, is a computer systemthat provides essential services acrossa network to private users inside a largeorganization or to public users on the Internet.
Enterprise servers are known to be very
fault tolerant, as even a short-term failure
can cost more than purchasing and installingthe system.

Software - The programs, routines,
and symbolic languages that control thefunctioning of a computer and direct its
operation.

Short Message Service (SMS) - Text
messaging sent using this service, whichallows a short alphanumeric message (160
characters) to be sent for display on a mobile
or cell phone.

Structured Data - Data that resides in fixed
fields within a record or file. Relational databases and spreadsheets are examples ofstructured data.

Smartphone - A mobile phone that offers
advanced, PC-like functionality such as email,Internet access, calendaring and viewing
capabilities, along with a built-in full keyboard
or external USB keyboard and VGA connector.

Supply-Chain Management - The design,planning, execution, control, and monitoringof supply chain activities to create net value,build a competitive infrastructure, leveragelogistics, synchronize supply with demand
and measure performance.

Software as a Service (SaaS) - This typeof computing delivers a single application
through the browser to a large number ofcustomers using a multi-tenant architecture.

Supply Chain - The system of organizations,Six Sigma - Techniques and tools for process people, information, and resources involved
improvement and quality control developed in moving a product or service from supplierto customer.
by Motorola in 1986.

Smart Process Applications (SPA) Application software that supports peopleintensive business activities that are verychangeful, highly flexible, and loosely
structured. These packaged apps incorporate
current best practices and can easily be
updated to reflect continuous collaborative
business process improvements.
Social Media - Media designed to bedisseminated through social interaction,
created using highly accessible and scalable
publishing techniques. Social media uses
Internet and web-based technologies totransform broadcast media monologues(one-to-many) into social media dialogues(many-to-many).
282

T
Tablet - A tablet computer, or tablet, is a
mobile computer that is larger than a mobile
phone or personal digital assistant (PDA) but
smaller than a laptop, with a flat screen thatis operated through touch and an onscreen
virtual keyboard.
Taxonomies - The classification of data into
groups or categories.
Terabyte (TB) - A unit of computer memory
or data storage capacity equal to one trillion
bytes or 1,000 gigabytes (GB). The unit
symbol for the terabyte is TB.

GLOSSARY

Transaction - Synonymous with a specificbusiness application, such as order entry,
invoice information capture, etc. To create,change, or display business information in
an enterprise application, users have to callcertain transactions in the system.
Transactional Data - Orders, purchases,changes, additions, and deletions are typicalbusiness transactions stored in the computer.
Transactions update one or more master files
and serve as both an audit trail and history
for future analyses. Ad hoc queries are also atype of transaction but are usually not saved.

V
VERS - Victorian Electronic Records
Strategy (Australia). Public Record Office
Victoria (PROV) runs a compliance program
to test systems and products against theStandard for the Management of Electronic
Records (PROS 99/007) (the VERS Standard).
Video - The technology of electronically
capturing, recording, processing, storing,transmitting, and reconstructing a sequenceof still images representing scenes in motion.

Virtualization - An umbrella term that
describes software technologies that improve
Tweet - See Micro-blogging.
portability, manageability, and compatibilityof applications by encapsulating them fromU
the underlying operating system on which
Unstructured Data - Data that does not reside they are executed.
in fixed locations. Free-form text in a word
processing document is a typical example.
W
USA PATRIOT Act - The official title of the
USA PATRIOT Act is “Uniting and Strengthening America by Providing Appropriate Tools
Required to Intercept and Obstruct Terrorism(USA PATRIOT) Act of 2001.” The purpose of
the USA PATRIOT Act is to deter and punish
terrorist acts in the United States andaround the world through enhanced law
enforcement investigatory tools.

Web - A shorthand way to refer to the World
Wide Web and possibly its complementing
technologies. For example, a web authoring
tool might be used to create documents that
contain HyperText Markup Language (HTML).

Web 2.0 - Refers to web-based applications
that enable new and emergent ways of searching, presenting and consuming information
using the Internet. Web 2.0 is characterizedUser Interface (UI) - A user interface is the predominantly by technologies that use thesystem people use to interact with a computer web as a platform for collaboration andor other device. Typically, a system may
communications. The term also covers appliexpose several user interfaces to serve
cations that are participatory in nature, lightdifferent kinds of users.
weight, and easy to deploy (APIs and mashups,
for example) and are available online asUser Profiles - A collection of personal dataa service.
associated to a specific user typically within
an online community or corporate intranet. Web Analytics - A technology for user
Profiles often contain a picture, relevant
behavior analysis (click-stream analysis).
personal and professional information
It allows customers to generate reports on
including knowledge, skills, abilities, depart- user behavior on the site and to optimize
ment, projects, roles, other contacts and links. user experience by dynamically serving up
relevant content based on metadata.

283

E-GOVERNMENT OR OUT OF GOVERNMENTWeb Browser - See Internet Browser.

Wiki - A collection of articles that can beentered, edited, linked, and expanded by any
Web Content - The content featured as part authorized user. Wikis facilitate the openof the user experience on websites, including sharing of knowledge on a designatedtext, video, images, sounds, and animations. web page.
Web Content Management (WCM) Systems designed to drive websites by
separating content from presentation andproviding the following capabilities—capacity
planning, site design/layout, look/feelnavigation, content development, production,delivery, session tracking, and site evolution.

WikiLeaks - Controversial organization
based in Sweden that discloses anonymous
submissions and leaks of confidential data
without identifying sources. In November
2010, WikiLeaks released U.S. State department diplomatic cables, which were thenmade available via BitTorrent for download.

Web Services - Web services refer to the
web-based provision of services via open
interfaces. This enables the integration of“third-party” applications with a website,
giving rise to new sites or mashups.

Workflow - Using applications andtechnology to automate the execution ofeach phase in a business process.

World Wide Web (WWW) - An HTML-basedInternet system developed at the European
Website - A collection of related web pages Center for Nuclear Research (CERN) inwith supporting images, videos, or other
Geneva. Also relates to the complete set of
digital assets that share a common domain documents residing on all Internet servers
name or IP address in an Internet Protocol- that use the HTTP protocol. The web isbased network.
accessible to users via a simple point-andWidget - Highly portable web applications click system.
that allow non-technical users to add dynamic
content or functionality to a web page. User- Z
friendly websites are increasing their use of
Zettabyte (ZB) - A multiple of the unit byte
widgets to simplify and enhance the Internet
for digital information storage. One zettabyteuser’s experience.
is 1,000 EB (exabytes) or 10007 bytes. The
Wi-Fi - A very high bandwidth connection. unit symbol for the zettabyte is ZB.
A Wi-Fi-enabled device such as a personal
computer, video game console, mobile phone,
MP3 player, or PDA can connect to theInternet within range of a wireless network
connected to the Internet.

284

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295

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297

INDEX

E-GOVERNMENT OR OUT OF GOVERNMENT

Index
A
Accountability, 46, 163, 177, 186, 268, 276, 292
Administration, 21, 31, 67, 78, 121,141, 169, 193,
222, 268, 280, 295
Alabama Gas Corporation (Alagasco), 165
API, 203, 229, 268, 283, 298
App Store, 250, 268, 275
Appathon, 243
Arab Spring, 177
Archive, 12, 30, 53, 60, 75, 211, 253, 268, 292
ARPANET, 171, 268

Clerk of the Circuit Court, 39, 40
Cloud, 33, 49, 75, 182, 224, 226, 233, 237, 245,
265, 289
Cloud Computing, 269
Collaboration, 27, 41, 137, 164, 170, 223, 269
Compliance, 26, 30, 51, 69, 75, 91, 211, 270, 281
Content Analytics, 88, 270, 298
Content Lifecycle Management (CLM), 60, 132,
270, 298
Content Management, 59, 75, 102, 152, 253, 265
Crowdsourcing, 192, 198 - 202, 210, 241, 266, 270

B

Customer Experience Management (CEM), 59, 63,
75, 81, 265, 266, 269, 270

Belgian Railways, 238, 239

Customer Relationship Management, 155, 271

Big Data, 39, 216, 218, 221, 227, 229, 232, 290
Bilateralism, 94

D

Blended Learning, 137

Data Protection Act (DPA), 11, 46, 271

Blog, 185, 195, 209, 237, 244, 269, 286

Data Protection Directive, 46, 271

Bundesrechenzentrum (BRZ), 253, 294

Deep Web, 210, 271, 298

Business Process Management (BPM), 59, 62, 81,
210, 266, 269, 274, 298

Department of Defense (DoD), 11, 17, 42, 52, 78,
91, 117, 178, 230

C

Department of Justice (DOJ), 64

Department of the Interior (DOI), 247, 248

Calgary Police Service 159

Derby City Council, 13, 14Care Assessment Agency (CIZ), 81

Derbyshire County Council, 24, 25

CARE Canada, 99, 100

Digital Age, 111, 271, 276Case Management, 15, 29, 39, 62, 81, 104, 157,
181, 240

Digital Asset Management (DAM), 85, 271, 278

Channel, 26, 63, 167, 192, 269, 298

Digital Economy, 113, 114, 272

Citizen, 3, 10, 29, 42, 63, 75, 139, 156, 176,
192,210, 227, 241, 245

Digital Governance, 272, 290

Citizen Participation, 269
Citizen-centric, 152, 183, 269
City of Barcelona, 150, 173, 181, 237, 289
City of Edmonton, 65, 66
City of San Francisco, 155, 156

300

ClearCadence, 258 - 260

Digital Divide, 271

Digital Media, 108, 204, 256, 272, 281, 293
Digital Native, 272
Discovery, 53, 59, 67, 75, 88, 211, 265, 272
Disposition, 224, 272
Disruptive, 237, 272

City of Surrey, 182, 183

Document Management (DM), 41, 52, 76, 122, 247,
272, 296, 298

Civil Servant, 269

DoD 5015.2, 17, 272, 281

INDEXDOMEA, 11, 122, 295

Geospatial, 197, 223, 230, 232, 275, 291

DPA, 271

Global Positioning System (GPS), 15, 197, 230, 240,
276

E

Global Public Health Intelligence Network(GPHIN), 219, 220

e-Democracy, 272
e-Discovery, 53, 54, 211, 272
e-Government, 2, 6, 13, 20, 32, 40, 50, 64, 75, 94,
119, 138, 154, 171, 189, 210, 222, 231, 253, 264,
296
e-Health, 273
e-Learning, 160, 273
e-Procurement, 163, 164, 274
Efficiency, 26, 103, 128, 201, 219
Electronic Data Interchange (EDI), 11, 49, 67, 87,
164, 273
Empowerment, 42, 180, 192, 273
Engagement, 9, 96, 103, 137, 166, 172, 192, 221,
241, 258, 273
Enterprise Content Management (ECM), 59, 76,
102, 155, 253, 273, 274, 299
Enterprise Information Management (EIM), 59, 62,
74, 264, 274, 276, 299
Enterprise Resource Planning (ERP), 41, 62, 124,
145, 164, 253, 274, 299
European Court of Human Rights (ECHR), 119, 120
European Union (EU), 46, 120, 129, 169, 180, 271,
274, 275

Globalization, 94, 275
Governance, 17, 48, 55, 60, 139, 251, 266, 277,
290, 292, 299
Government App Store, 250, 275
Government of Aragón, 5, 6
Government-to-Business (G2B), 29, 31, 34, 163,
275
Government-to-Citizen (G2C), 29, 31, 34, 163, 275
Government-to-Employee (G2E), 29, 31, 34, 276
Government-to-Government (G2G), 29, 31, 34, 276

H
Hackathon, 242, 243, 245, 276
Health Care, 45, 128, 129, 130, 132, 170, 218
Health Insurance Portability and Accountability
Act (HIPAA), 11, 46, 129, 276, 281
Homeland Security Act, 46, 276
Hong Kong Polytechnic University, 60, 61
Human Capital Management, 29, 31, 62, 92, 98,
147

I

F

Identity Theft, 276

Federal Government, 22, 121, 227, 247, 274,289

Information and Communications Technologies(ICT), 3, 23, 39, 47, 53,101, 115, 148, 169, 177, 181,
265, 276, 288

Federalism, 274
FedRAMP, 224, 275
FISMA, 11, 224, 247, 275
Food and Drug Administration (FDA), 11, 67, 274,
299

G
G20, 95, 171, 275, 295
G20 Summit, 171, 295
GCDOCS, 193, 211, 212
Geisinger Health System, 131
General Council of the Judiciary, 42, 43

InfoFusion, 89

Information Exchange, 31, 48, 59, 65, 75, 87, 265,
276, 299
Information Governance, 17, 48, 51, 60, 265, 266,
277, 299
Information Technology (IT), 122, 128, 247, 277,
287
Infrastructure, 22, 69, 74, 132, 173, 213, 248, 287,
299
Institute of Public Administration of Canada(IPAC), 33, 295
Intelligent Community Forum, 149, 277, 289

301

E-GOVERNMENT OR OUT OF GOVERNMENTInternational Monetary Fund (IMF), 95, 101, 277
International Organization for Standardization
Central Secretariat, 102, 295
International Organization for Standardization(ISO), 11, 54, 101, 209, 270, 277, 295
International Post Corporation (IPC), 7, 8, 296
Internet of Things, 216, 277, 288
Interoperability, 132, 192, 196, 277
Intranet, 160, 277

O
Oakland County Michigan, 85, 86
Office of the Superintendent of Financial Institutions (OSFI), 103, 104
Open Data, 150, 171, 185, 193, 198, 203, 211, 213,
243, 256, 279, 287

IQ Business Group (IQBG), 223 - 235, 296

Open Government, 185, 192, 203, 205, 208, 241,
266, 279, 287, 291

JOpen Government Partnership (OGP), 194, 205,
208, 209, 279, 291

Junta de Andalucía, 140

KOpen Government Standards, 195, 279
Open Source, 279

Karlsruhe Institute of Technology (KIT), 69, 70

Organisation for Economic Co-operation and Development (OECD), 95, 128, 279, 286, 291

LP

Learning Management, 135, 278

Paperwork Reduction Act, 279

LEND Network, 96, 97, 297

Participatory Government, 10, 139, 188

Library of Parliament Canada, 189

Pennsylvania State University, 231, 296

LUKOIL Overseas Holding GmbH, 143

MMedia Management, 84, 85, 271, 278, 296, 299
Melbourne Water, 50, 51
Metadata, 76, 278, 299
Metro Vancouver, 79, 80
Mission, 2, 9, 11, 15, 20
Mobile App, 45, 237, 250, 278, 299
Mobility, 45, 63, 106, 132, 210, 238, 240, 241, 292
MoReq 2010 v1.1, 52, 278
Multilateralism, 94, 95, 278
Multimedia, 216, 278
Mumbai International Airport Limited (MIAL), 68

N
Naval Sea Systems Command (NAVSEA), 178
NAVSEA, 177, 178, 179, 296
Netherlands Ministry of Defense, 124, 296

302

Non-governmental Organizations (NGOs), 94,
95, 99, 103, 105, 107, 223, 279

Performance, 26, 31, 103, 155, 221, 279
Performance Management, 29, 98. 177
Permissions, 17, 48, 49, 279, 281
Personal Information Protection and Electronic
Documents Act (PIPEDA), 11, 46, 280
Portal, 6, 52, 63, 85, 132, 203, 253, 280, 295
Privacy, 28, 46, 129, 226, 252, 280
Procurement, 31, 41, 160, 163, 164, 274
Public Service Without Borders (PSWB), 33, 280
Public-Private Partnerships (P3s), 162, 164, 168,
169, 170, 171, 173, 266, 280

R
RBS 6 Nations Championship, 105, 108
Records Management (RM), 13, 17, 29, 41, 50,
52, 77, 124, 155, 178, 194, 205, 253,272, 281
Regional Municipality of York, 28
Regulatory Compliance, 281
Reporting, 52, 81, 132, 281
Repository, 132, 210, 272, 281

INDEXSW

Scalability, 281, 300

Web Analytics, 283

Search, 88, 270, 281, 300

Web Content Management (WCM), 152, 284,
296, 297, 300

Securities and Exchange Commission (SEC), 10, 11,
194, 281
Security, 21, 31, 46, 54, 79, 118, 184, 219, 223,
226, 247, 265
Semantic Search, 69, 281, 300
Sentiment Analysis, 88, 282
Short Message Service (SMS), 44, 64, 282
Six Sigma, 282

Web Experience Management (WEM), 84, 152,
153, 155, 295
Western Cape Government Health, 133, 134
Widget, 284, 300
Wiki, 47, 200, 223, 284, 286, 293, 300
WikiLeaks, 47, 284

Smart Process Applications (SPA), 10, 59, 62, 81,
158, 240, 251, 282, 286
Smartphone, 282
Social Media, 41, 282, 295, 300
Social Network, 52, 62, 172, 282
State Council of the Canton of Valais, 154
State Lotteries of Spain, 222
Structured Data, 282
Suffolk University, 135, 136
SWK STADTWERKE KRFELD AG, 144, 145

T
Tablet, 282
Transaction, 30, 34, 45, 283, 300
Transparency, 78, 139, 193, 203, 221
Tweet, 283

U
U.S. Department of Defense (DoD), 17, 268
U.S. Department of the Interior (DOI), 247, 248
U.S. Department of Justice (DOJ), 64
Unstructured Data, 283, 300
USA PATRIOT Act, 46, 53, 99, 184, 252, 283

V
Virtualization, 283

303

Mark J. Barrenechea came to OpenText™ Corporation (NASDAQ: OTEX, TSX: OTC)
as President and Chief Executive Officer beginning January 2012.
Prior to joining OpenText, Mark was President and Chief Executive Officer of Silicon
Graphics International Corporation (SGI). During Mr. Barrenechea’s tenure at SGI,
he led strategy and execution, which included transformative acquisition of assets,
as well as penetrating diverse new markets and geographic regions. Previously,
Mr. Barrenechea served as Executive Vice President and CTO for CA, Inc. (CA),(formerly Computer Associates International, Inc.) from 2003 to 2006 and was amember of the executive management team. Before going to CA, Mr. Barrenechea
served as Senior Vice President of Applications Development at Oracle Corporation,from 1997 to 2003, managing a multi-thousand person global team while serving asa member of the executive management team. From 1994 to 1997, Mr. Barrenechea
served as Vice President of Development at Scopus, a software applications company.
Prior to Scopus Mr. Barrenechea was with Tesseract, where he was responsible
for reshaping the company’s line of human capital management software as Vice
President of Development. Mr. Barrenechea holds a Bachelor of Science degree incomputer science from Saint Michael’s College.

Mark J. Barrenechea

Mark is the author of three seminal works about the evolution of the enterprisesoftware industry: Enterprise Information Management: The Next Generation of Enterprise
Software, eBusiness or Out of Business: Oracle’s Roadmap for Profiting in the New
Economy, and Software Rules: How the Next Generation of Enterprise Applications Will
Increase Strategic Effectiveness.

P. Thomas Jenkins is Chairman for OpenText™ Corporation (NASDAQ: OTEX, TSX:OTC) of Waterloo, Ontario, Canada, a billion-dollar multinational enterprise software
firm and the largest software company in Canada.
Mr. Jenkins is the co-chair of the Canada-India CEO Forum and co-chair of theAtlantik-Bruecke, a German-Canadian policy forum. Mr. Jenkins was Chair of theGovernment of Canada’s Military Procurement Review Panel, which reported “CanadaFirst: Leveraging Defence Procurement through Key Industrial Sectors (KICs)” in
February 2013. Mr. Jenkins was Chair of the Government of Canada’s Research andDevelopment Policy Review Panel, which reported “Innovation Canada: A Call to
Action” in October 2011. He is also Chair of the federal centre of excellence Canadian
Digital Media Network (CDMN) and an appointed member of the Social Sciencesand Humanities Research Council of Canada (SSHRC). Mr. Jenkins is also a directorof the C.D. Howe Institute and the Canadian Council of Chief Executives (CCCE).
Mr. Jenkins received an M.B.A. from Schulich School of Business at York University,
an M.A.Sc. in electrical engineering from the University of Toronto and a B.Eng. &Mgt. in Engineering Physics and Commerce from McMaster University. Mr. Jenkins
received an honorary doctorate of laws (LLD) from the University of Waterloo. He is arecipient of the National Sciences and Engineering (NSERC) post-graduate scholarship,
the University of Toronto Scholarship, the McMaster Chancellors Scholarship, the2009 Ontario Entrepreneur of the Year, the 2010 McMaster Engineering L.W.
Shemilt Distinguished Alumni Award, and the Schulich School of Business 2012
Outstanding Executive Leadership award. He is a Fellow of the Canadian Academyof Engineering (FCAE), and he was awarded the Canadian Forces Decoration (CD)and the Queen’s Diamond Jubilee Medal (QJDM). Mr. Jenkins is an Officer of theOrder of Canada (OC).

Tom Jenkins

Modernize to survive.
Discover digital transformationfrom agencies around the world.
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The time is now for public sector renewal through e-government. This book illustrates how
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“A digital population

cannot be well served byan analog government”$29.00 US© 2022 by Open Text Corporation. All rights reserved. Printed in CanadaISBN 978-0-9936047-2-0