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Nebraska Information Technology Commission November 14, 2000. Plan on Success: eGovernment Strategies. Mark Badger, Internet Strategist Internet Business Solutions Group. Pacific & Emerging Nations Are Contributing to Best Practices. Government Leadership. Building on visionary planning.

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Nebraska Information Technology Commission November 14, 2000


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plan on success egovernment strategies

Plan on Success: eGovernment Strategies

Mark Badger, Internet Strategist

Internet Business Solutions Group

government leadership
Government Leadership
  • Building on visionary planning
it s an evolution

Government Portals

It’s an Evolution

Strategic

viability

Integrated

Government

Service Delivery

New Services

through integration

of existing systems

eTransactions

Systems Integration &

Business ProcessReengineering

Interactive Applications

Dynamic Reports

Post Static

Information

Increasing Strategic Viability

traditional it management model

Employees

Constituents

Partners

Suppliers

Traditional IT Management Model
  • Information silos with access limited to select few
  • Lack of universal access to relevant information
  • Duplication of effort
  • Expensive/shadow Agency IT
value of the net fast right cheap and easy
Value of the NetFast, Right, Cheap, and Easy

Employees

Constituents

Access to information

Customized 1-2-1

Radically improved customer satisfaction

Higher Voter turnout supporting those

who “Get It”

Higher Productivity

Greater efficiency

Self Service

Partners

Suppliers

Lower costs to transact business

Quicker turnaround times, ease of doing business, automated supply chain n

mynebraska gov
Self service, voluntary

Establish relationship--log on, set preferences: voter info; bill tracking; personnel actions; insurance trends……..

Current services and privileges: DMV; taxpayer; property owner; fishing license; business license; loans; voter regis.; gov’s press rel.

Provide contact information: phone; cell; e-mail address; home address

Create payment scheme: credit; debit; direct deposit; EBT; EFT

Result: NEVER having to stand in line again

NEXT: Leveraging relational data/not having to own it to fix it

MyNebraska.Gov
more value delivered over the network
More Value Delivered Over the Network

Future

Past

100%

Content

Content

VoiceCommunica-tions

DataCommunica-tions

Applications

Applications

Communica-tions

Relative Value to End User

Communica-tions

VoiceNetwork

DataNetwork

EnhancedNetworkServices

Transport,Access,Hosting

Time

cisco s aggressive technology investment strategy
Cisco’s Aggressive Technology Investment Strategy

Relative Growth of IT vs. Other Spending (1996–1999 CAGR)

75%

Cisco’s Annual ITSpending Growth

75%

Annual Growth inAll Other Spending

43%

43%

internet applications
Internet Applications

Virtual Manufacturing

E-Commerce

CustomerService

ERP

Finance

Marketing

Employee Services

E-Learning

the old line government can not operate like a business is simply false

The old line, “Government can not operate like a business” is simply, false.

1340_06F8_c4

opportunities for demonstrating e effectivness leading by example
Opportunities for Demonstrating (e)Effectivness: Leading by Example

Leadership

Administration

Service to Citizens

public institutions in the knowledge economy
Public Institutions in the Knowledge Economy

Leadership

Administering & Knowledge

Service to Citizens

cisco and workforce optimization

Change inOrganizational Behavior

Right Informationat Right Time

Universal Access

Cisco and Workforce Optimization
workforce optimization
Workforce Optimization
  • Employee services
    • Travel/expense
    • Benefits enrollment
    • Stock information
    • Internal IT help desk
    • Directory and organization chart
workforce optimization continued
Workforce Optimization (continued)
  • Workflow
    • Purchasing/ORM
    • Recruiting online
  • EIS / Virtual Close
  • Communications
    • Company wide broadcasts
    • Video on demand
    • CiscoCast “Push” to field
workforce optimization application value assessment
Workforce Optimization Application Value Assessment

ePurchasing

Employee Directory

Expense Reporting

High

On-line/real time budgeting

e Learning/employee

Communications/collaboration

Cultural & Economic

Impact

Cultural & Economic

Impact

Employee Performance Review

Recruiting & Hiring

Information “Push”/Intranet/Access

Low

Benefits Enrollment

Employee 401 K Reports

Training Registration

Standard Desktop

Hard

Easy

Ease of Implementation

potential e business roi

Potential E-Business ROI

E-Government

  • Portals: easy, efficient constituent access
    • Standards: efficiencies, cost-effectiveness, collaboration
    • Improved services: licensing, permits

Citizens expect the same ease of access from their State Governments as they do from businesses.

NCC Final Documentation

breakaway strategy overview
Breakaway Strategy Overview…
  • New Century Colorado
  • State Government Transaction Infrastructures
  • Web Foundations
eutah
Fully Focused Self-Service Environment

Online procurement

Searchable directory service

eUtah
georgia technology authority
GTA will own GeorgiaNet

CIO will become Ex. Dir. Of new authority

Attract and Retain

Reduce IT implementation times

Private Sector Board

Estb/enforce Statewide standards

New procurement rules

Georgia Technology Authority
motor vehicle transactions
Motor Vehicle Transactions
  • Vehicle Registration
  • Personalized License Plates
  • Renewals

$7.75 per trans. Face to Face

$4.50 mail in

$0.91 Internet

  • Wait times down to 100 seconds

from 2 1/2 hours

  • Turnaround times: 6-8 weeks to
  • 3 days
results are significant
Results Are Significant
  • Growth of use 12-14% p/yr
  • Change in public perception
  • Staff become knowledge workers
pa powerport
Live 10/12/2000

Partnership: MS/Peripherals Plus

PA PowerSearch Keyword

On-line Directory

Free eMail

Yellow Pages

F&G Licensing

$20M New e-Projects

PA PowerPort
solution roadmap
Solution Roadmap

Design NCC concept

Develop multi-use network

Other eGov projects

  • Work with KPMG & state employees on the visioning
  • Set statewide standards
  • Partner with Telecommunications Service Provider
  • $37 million contract
  • Statewide purchasing vehicle
  • Address each agency needs
net readiness
Net Readiness

Adapted from Net Ready, by Amir Hartman & John Sifonis of Cisco Systems,

with Forward by John Chambers. Publisher: McGraw Hill, Nov.,1999

net readiness1
Leadership in driving Internet Strategy

eGovernment Strategy defined

Integrated with Other Strategic Plans

Net Readiness
net readiness4
Recruiting & development of Resources

Skill sets in place

eGovernment culture established

Net Readiness
managing your internet portfolio the internet value matrix
Managing your Internet Portfolio:the Internet Value Matrix

Efficiency &Customer Loyalty

New Value

Creation

High

Operational

Excellence

Breakthrough

Strategies

Business

Criticality

Rational

Experimentation

New

Fundamentals

Low

Low

High

Innovation/Newness

critical success factors
Critical Success Factors
  • User involvement at every stage
  • Scoping: Focus and automate in small steps to show clear progress
  • Over communicate. Clearly state what will and won’t be included
  • Get buy-in from business executive sponsor on scope
other key success factors
Other Key Success Factors
  • Don’t boil the ocean…
    • set aggressive but achievable goals
  • Early iterations focus on architecture
  • Don’t put everything in version 1!
    • Minimize early version functionality
    • Low volume and/or complex functions can be added in later versions
call to action
Aggressively partner to...

Assess current approach (Net Readiness -http://www.netreadiness.com/)

Develop your Internet Vision/Strategy

Manage your Internet Portfolio

Establish Metrics & Measure Results

Cisco partners

Call to Action

CIO Leadership

Functional Leadership

implementation of shared a demonstration
Implementation of Shared: A Demonstration
  • What capabilities can be added to streamline and institute a eCulture within the bureaucracy?
  • Access & Accountability (what people are coming to expect …)