Nebraska Information Technology Commission November 14, 2000

1© 1999, Cisco Systems, Inc.

7031217_07F9_c1

Nebraska Information Nebraska Information Technology CommissionTechnology Commission

November 14, 2000November 14, 2000

2© 1999, Cisco Systems, Inc.

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Plan on Success: Plan on Success: eGovernment Strategies eGovernment Strategies

Mark Badger, Internet StrategistMark Badger, Internet Strategist

Internet Business Solutions GroupInternet Business Solutions Group

5© 1999, Cisco Systems, Inc.

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Pacific & Emerging Nations Are Pacific & Emerging Nations Are Contributing to Best PracticesContributing to Best Practices

6© 1999, Cisco Systems, Inc.

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Government LeadershipGovernment Leadership

• Building on visionary planning

7© 1999, Cisco Systems, Inc.

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The .com’sThe .com’s

9© 1999, Cisco Systems, Inc.

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It’s an EvolutionIt’s an EvolutionS

yste

ms

Inte

grat

ion

&

Bus

ines

s P

roce

ss R

eeng

inee

ring

Increasing Strategic Viability

Post Static Post Static InformationInformationPost Static Post Static InformationInformation

Interactive ApplicationsInteractive ApplicationsDynamic ReportsDynamic Reports

Interactive ApplicationsInteractive ApplicationsDynamic ReportsDynamic Reports

Integrated Integrated Government Government

Service DeliveryService Delivery

Integrated Integrated Government Government

Service DeliveryService Delivery

Strategicviability

eTransactionseTransactionseTransactionseTransactions

New Services New Services through integration through integration of existing systemsof existing systems

New Services New Services through integration through integration of existing systemsof existing systems

Government Portals

10© 1999, Cisco Systems, Inc.

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Traditional IT Management ModelTraditional IT Management Model

• Information silos with access limited to select few

• Lack of universal access to relevant information

• Duplication of effort

• Expensive/shadow Agency IT

Employees

Partners

Constituents

Suppliers

11© 1999, Cisco Systems, Inc.

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EmployeesEmployees

PartnersPartners SuppliersSuppliers

ConstituentsConstituents

Value of the NetValue of the NetFast, Right, Cheap, and EasyFast, Right, Cheap, and Easy

Higher Productivity

Greater efficiency

Self Service

Access to informationCustomized 1-2-1

Radically improved customer satisfaction

Higher Voter turnout supporting thosewho “Get It”

Lower costs to transact businessQuicker turnaround times, ease of doing business, automated supply chain n

12© 1999, Cisco Systems, Inc.

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MyNebraska.GovMyNebraska.Gov

• Self service, voluntary

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

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

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

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

• Result: NEVER having to stand in line again

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

13© 1999, Cisco Systems, Inc.

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More Value Delivered More Value Delivered Over the NetworkOver the Network

VoiceNetwork

VoiceCommunica-

tions

DataNetwork

DataCommunica-

tions

Transport,Access,Hosting

EnhancedNetworkServices

Communica-tions

Content

Applications

Communica-tions

Content

Applications

FuturePast

Rel

ativ

e V

alu

e to

En

d U

ser

Time

100%

14© 1999, Cisco Systems, Inc.

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Cisco’s Annual ITSpending Growth

Annual Growth inAll Other Spending

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

75%

43%

Cisco’s Aggressive Technology Cisco’s Aggressive Technology Investment StrategyInvestment Strategy

75%75%

43%43%

15© 1999, Cisco Systems, Inc.

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CustomerCustomerServiceService

CustomerCustomerServiceService ERPERPERPERP

Virtual Virtual ManufacturinManufacturin

gg

E-LearningE-LearningE-LearningE-Learning

FinanceFinanceFinanceFinance

Employee Employee ServicesServices

Employee Employee ServicesServices

E-CommerceE-CommerceE-CommerceE-Commerce

Marketing Marketing Marketing Marketing

Internet ApplicationsInternet Applications

16© 1999, Cisco Systems, Inc.

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The old line, The old line, “Government can not “Government can not

operate like a operate like a business” is simply, business” is simply,

falsefalse. .

1340_06F8_c4

17© 1999, Cisco Systems, Inc.

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Opportunities for Demonstrating Opportunities for Demonstrating (e)Effectivness: Leading by (e)Effectivness: Leading by

Example Example

Leadership

Administration

Service to Citizens

18© 1999, Cisco Systems, Inc.

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Public Institutions in the Public Institutions in the Knowledge EconomyKnowledge Economy

Administering & Knowledge

Service to Citizens

Leadership

19© 1999, Cisco Systems, Inc.

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Change inChange inOrganizational BehaviorOrganizational Behavior

Right InformationRight Informationat Right Timeat Right Time

Universal AccessUniversal Access

Cisco and Workforce Cisco and Workforce OptimizationOptimization

20© 1999, Cisco Systems, Inc.

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Workforce OptimizationWorkforce Optimization

• Employee services

– Travel/expense

– Benefits enrollment

– Stock information

– Internal IT help desk

– Directory and organization chart

21© 1999, Cisco Systems, Inc.

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Workforce Optimization Workforce Optimization ((continued)continued)

• Workflow

– Purchasing/ORM

– Recruiting online

• EIS / Virtual Close

• Communications

– Company wide broadcasts

– Video on demand

– CiscoCast “Push” to field

22© 1999, Cisco Systems, Inc.

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Cultural & Economic

Impact

Workforce Optimization Application Workforce Optimization Application Value AssessmentValue Assessment

Ease of ImplementationHard Easy

High

Low

Employee DirectoryEmployee Directory

Expense ReportingExpense Reporting

ePurchasingePurchasing

On-line/real time budgetingOn-line/real time budgeting

Communications/collaborationCommunications/collaboratione Learning/employeee Learning/employee

Benefits Benefits EnrollmentEnrollment

Recruiting & HiringRecruiting & Hiring

Employee 401 K ReportsEmployee 401 K Reports

Training Training RegistrationRegistration

Information Information “Push”/Intranet/Access“Push”/Intranet/Access

Employee Performance ReviewEmployee Performance ReviewCultural & Economic

Impact

StandardStandard Desktop Desktop

23© 1999, Cisco Systems, Inc.

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Potential E-Business ROIPotential E-Business ROI

E-Government

• Portals: easy, efficient constituent access

Standards: efficiencies, cost-effectiveness, collaboration

Improved services: licensing, permits

“

”

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

from businesses.

NCC Final Documentation

24© 1999, Cisco Systems, Inc.

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Breakaway Strategy Overview…Breakaway Strategy Overview…

• New Century Colorado

• State Government Transaction Infrastructures

• Web Foundations

25© 1999, Cisco Systems, Inc.

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eUtaheUtah

• Fully Focused Self-Service Environment

– Online procurement

– Searchable directory service

26© 1999, Cisco Systems, Inc.

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Georgia Technology AuthorityGeorgia Technology Authority

• GTA will own GeorgiaNet

• CIO will become Ex. Dir. Of new authority

• Attract and Retain

• Reduce IT implementation times

• Private Sector Board

• Estb/enforce Statewide standards

• New procurement rules

27© 1999, Cisco Systems, Inc.

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Personalization for Citizens, Personalization for Citizens, Businesses, EmployeesBusinesses, Employees

28© 1999, Cisco Systems, Inc.

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29© 1999, Cisco Systems, Inc.

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Motor Vehicle TransactionsMotor Vehicle Transactions

• Vehicle Registration

• Personalized License Plates

• Renewals

$7.75 per trans. Face to Face

$4.50 mail in

$0.91 Internet

• Wait times down to 100 seconds

from 2 1/2 hours

• Turnaround times: 6-8 weeks to

• 3 days

30© 1999, Cisco Systems, Inc.

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Results Are SignificantResults Are Significant

• Growth of use 12-14% p/yr

• Change in public perception

• Staff become knowledge workers

31© 1999, Cisco Systems, Inc.

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PA PowerPortPA PowerPort

• Live 10/12/2000

• Partnership: MS/Peripherals Plus

• PA PowerSearch Keyword

• On-line Directory

• Free eMail

• Yellow Pages

• F&G Licensing

• $20M New e-Projects

33© 1999, Cisco Systems, Inc.

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Solution RoadmapSolution Roadmap

Design NCC concept

Develop multi-use network

Other eGov projects

ŸWork with KPMG & state employees on the visioning

ŸSet statewide standards

ŸWork with KPMG & state employees on the visioning

ŸSet statewide standards

ŸPartner with Telecommunications Service Provider

Ÿ$37 million contract

ŸPartner with Telecommunications Service Provider

Ÿ$37 million contract

ŸStatewide purchasing vehicle

ŸAddress each agency needs

ŸStatewide purchasing vehicle

ŸAddress each agency needs

34© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

Adapted from Net Ready, by Amir Hartman & John Sifonis of Cisco Systems,with Forward by John Chambers. Publisher: McGraw Hill, Nov.,1999

35© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

• Leadership in driving Internet StrategyLeadership in driving Internet Strategy

• eGovernment Strategy definedeGovernment Strategy defined

• Integrated with Other Strategic PlansIntegrated with Other Strategic Plans

36© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

• Roles, responsibilities & accountabilities Roles, responsibilities & accountabilities clearly definedclearly defined

• Funding model establishedFunding model established

• Organized to deliverOrganized to deliver

37© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

• Scalable infrastructure in placeScalable infrastructure in place

• Standards & Tools definedStandards & Tools defined

38© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

• Recruiting & development of ResourcesRecruiting & development of Resources

• Skill sets in placeSkill sets in place

• eGovernment culture establishedeGovernment culture established

39© 1999, Cisco Systems, Inc.

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Net ReadinessNet Readiness

How do we develop a comprehensive strategy to

become an Internet Organization?

How do we develop a comprehensive strategy to

become an Internet Organization?

40© 1999, Cisco Systems, Inc.

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NewFundamentals

NewFundamentals

OperationalExcellenceOperationalExcellence

BreakthroughStrategies

BreakthroughStrategies

RationalExperimentation

RationalExperimentation

Innovation/NewnessInnovation/Newness

BusinessBusinessCriticalityCriticality

Low

High

Low High

Efficiency &Customer

LoyaltyNew Value

Creation

Managing your Internet Portfolio:Managing your Internet Portfolio:the Internet Value Matrixthe Internet Value Matrix

41© 1999, Cisco Systems, Inc.

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Critical Success FactorsCritical Success FactorsCritical Success FactorsCritical Success Factors

• User involvement at every stage

• Scoping: Focus and automate in small steps to show clear progress

• Over communicate. Clearly state what will and won’t be included

• Get buy-in from business executive sponsor on scope

42© 1999, Cisco Systems, Inc.

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Other Key Success FactorsOther Key Success FactorsOther Key Success FactorsOther Key Success Factors

• Don’t boil the ocean…

set aggressive but achievable goals

• Early iterations focus on architecture

• Don’t put everything in version 1!

Minimize early version functionality

Low volume and/or complex functions can be added in later versions

43© 1999, Cisco Systems, Inc.

7031217_07F9_c1

CIO LeadershipCIO LeadershipCIO LeadershipCIO LeadershipFunctional LeadershipFunctional LeadershipFunctional LeadershipFunctional Leadership

Call to ActionCall to Action

Aggressively partner to...

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

• Develop your Internet Vision/Strategy

• Manage your Internet Portfolio

• Establish Metrics & Measure Results

• Cisco partners

Aggressively partner to...

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

• Develop your Internet Vision/Strategy

• Manage your Internet Portfolio

• Establish Metrics & Measure Results

• Cisco partners

45© 1999, Cisco Systems, Inc.

7031217_07F9_c1

Implementation of Shared: A Implementation of Shared: A DemonstrationDemonstration

• What capabilities can be added to streamline and institute a eCulture within the bureaucracy?

• Access & Accountability (what people are coming to expect …)