IBM Government Industry Smarter Government Bridging between Strategy

IBM Government Industry Smarter Government: Bridging between Strategy and Execution IBM’s Value Proposition IBM Government Industry 4 March 2010 © Copyright IBM Corporation 2010 © 2009 IBM Corporation

Government Industry Value Proposition The world is connected: economically, socially and technically. Greek Government must plan and manage its difficult issues and challenges with full consideration of global trends. “Effective public governance helps to strengthen democracy and human rights, promote economic prosperity and social cohesion, reduce poverty, enhance environmental protection and the sustainable use of natural resources, and deepen confidence in government and public administration. ” Organization for Economic Cooperation & Development 2 © 2009 IBM Corporation

Government Industry Value Proposition …this means leading in the face of global challenges brought on by key drivers. ACCELERATING GLOBALIZATION Countries and societies are becoming more economically interdependent across social, political and cultural boundaries, as illustrated by current economic conditions. CHANGING DEMOGRAPHICS Median ages are rising in the developed countries of Italy, Germany and Japan, but dropping in developing ones such as India. EVOLVING SOCIETAL RELATIONSHIPS Today, governments are expected to deliver results and value through secure, private services that are available anywhere at any time. RISING ENVIRONMENTAL CONCERNS Societies and governments are becoming more attuned to what the earth can provide and what it can tolerate. EXPANDING IMPACT OF TECHNOLOGY The adoption of the Internet is remaking the landscapes of business, healthcare and government. GROWING THREATS TO SOCIAL STABILITY AND ORDER From terrorism to armed conflict to pandemics to natural disasters, the character of threats is changing. Today’s imperative: Managing within the current global financial and economic crisis in a way that begins to solve the above challenges and lay a foundation to build a better future. 3 3 Source: “Government 2020 and the perpetual collaboration mandate” IBM Institute for Business Value © 2009 IBM Corporation

Government Industry Value Proposition The Three Challenges for Greek e. Government § Absence of a Gov-Wide Enterprise Architecture EA: This blocks the translation of the Vision and Strategy –which is in place!!- to a holistic execution approach that fits into a holistic blueprint and EA governance. § A lot of good will and intent …. hard work. . Lots of energy but… § …. . are we building our ‘Winchester House’? ? § Continuity Challenge: …. . Every government… every politician in charge has his/her strategy, plan and priorities for ICT: § Which is right. . (or at least not wrong !!)…. It just lacks the chance of execution § …. . Can we just agree on a 10 year roadmap and execution plan!!!! This is a long journey!!. . The captains might change but the sailing route should NOT!! § Design Challenges…. . Setting realistic functional specs, timelines, T&Cs and funding is CRITICAL to attract healthy partnerships with solid solutions…. § We simply can NOT do a project in 10 months of implementation if same in Denmark took 5 years § Do not try to fit a 10 M Euros Project into 1 -2 M budget. . It simply does not fit!! § e. Government is a journey…. Do not treat it as a 24 months destination § …. . It is doable… we just have to manage the challenges above!!!! Let’s Build a Smarter Greece 4 © 2009 IBM Corporation

Government Industry Value Proposition …. I know what you are thinking… there is at least a fourth one!!Money!!!! § …well…. If you think that e -Government is expensive … § …. . We’ve tried to get along without it… and we know that this route was extremely costly!!! Let’s Build a Smarter Greece 5 © 2009 IBM Corporation

Government Industry Value Proposition Smart Government Holistic Approach Blueprint Government Enterprise Optimization Strategy and Planning Government Performance § Business Analytics § Assessments § Performance dashboards § Collaboration tools Cyber-Security Strategy Government Business Areas Government Accountability § Revenue Management § Business Architecture § Enterprise applications § Shared services Public Safety § Crime information warehouse § Emergency response § Digital surveillance 6 Customs, Immigration § Trade clearing § Border Management § Passenger Screening Defense § Network Centric Operations § Logistics Social Services § Integrated case mgmt § Compliance mgmt § Fraud detection Water Management § Infrastructure mgmt § Resource planning Transportation § Road user charging § Fare management § Transport info mgmt Education § Smarter classroom § Smart administration § Innovation in research © 2009 IBM Corporation

Government Industry Value Proposition To ensure the economic health, welfare and security of their citizens, smart governments work to… MANAGE RESOURCES EFFECTIVELY Leveraging business intelligence and planning to improve insight and elevate performance with visibility and control. IMPROVE CITIZEN AND BUSINESS SERVICES Connecting people to programs based on individual needs— achieving sustainable outcomes while reducing operational costs and maximizing taxpayer value. GOVERNMENT ENSURE A SUSTAINABLE ENVIRONMENT Deploying environmentally responsible operations, from energy efficiency and conservation to transportation management and the pursuit of renewable resources. 7 STRENGTHEN NATIONAL SECURITY AND PUBLIC SAFETY Enabling defense and law enforcement organizations to achieve situational awareness, increased speed of command combat superiority. © 2009 IBM Corporation

Government Industry Value Proposition Government Services, particularly social security and social services, are key services and a major budget factor for all governments. Improve Citizen & Business Services Outcomes-based Social Services §Citizen-centered design §Integrated Case Management GOVERNMENT Ensure a Sustainable Environment 8 Manage Resources Effectively Improve Citizen & Business Services Strengthen National Security and Public Safety © 2009 IBM Corporation

Government Industry Value Proposition Smart Social Services: Optimizing resources to connect people to needed programs – achieving sustainable outcomes. Strategy Development & Process Improvement Integrated View of Citizen Relationship Delivering Benefits that Improve Outcomes Improving Citizen Access and Response Time Fraud Detection 9 § § Develop a strategy and policies that meet the increasing demand the changing needs of the communities of citizens being supported Based on the Gov’s polices and the needs of the communities, determine what new processes are needed and what existing processes need improvement § With multiple social support programs being managed, It is important for a case worker to see all the programs an individual or family is using. § To protect valuable resources, it is also necessary to assess whether any people have enrolled in programs fraudulently. § Collect and share sufficient information to make intelligent decisions about the most appropriate services that will help the citizens keep moving toward self sufficiency § Collaborate across agencies to manage the recipient’s case to achieve the desired outcomes § Make information and transactions available to citizens over the web. § Reduce response times for service requests. § § § Increased compliance with program legislation/policy/standards Decrease in losses due to fraud/abuse/error Improve political support for program due to positive program integrity © 2009 IBM Corporation

Government Industry Value Proposition Smart Social Services: IBM’s portfolio of offerings is developed around a robust Social Industry Model intended to help you perform your key mission objective – achieving sustainable outcomes for citizens. Primary Social Services Solutions Customer Benefits Strategy Development & Process Improvement § Service and Benefit Strategy § Social Services Business Process Modeling § Set the vision and overall direction of the organization § Develop a client segmentation model to focus benefits § Create the implementation roadmap § Use proven business process tools and methods to identify inefficiencies and drive optimization. Integrated View of Citizen Relationship § Single View of the Citizen § Identity resolution § Provide case workers with a view of all programs supporting each citizen. § Reduce duplication and errors § Identify and address fraud and abuse Delivering Benefits that Improve Outcomes § Streamlined Eligibility § Integrated Case Management § Select the most appropriate benefits based on the individual’s needs and objectives § Manage the recipient’s case to achieve the desired outcome § Enable collaboration across agencies and service providers Improving Citizen Access and Response Time §Citizen Service Portals §Intelligent forms § Increase citizen self-service and reduce office visits § Accessible E-Forms to increase speed of response § Enable digital signing, routing, and approval § Social Program Integrity Strategy and Implementation § Improve program compliance § Reduce fraud/abuse/error § Increase public opinion of program integrity Fraud Detection 10 © 2009 IBM Corporation

Government Industry Value Proposition There are many modern tools to help governments manage resources effectively and elevate performance Manage Resources Effectively Improve Citizen & Business Services Manage Resources Effectively § Business Analytics and Performance Management § Government Accountability and Cost Efficiency GOVERNMENT Ensure a Sustainable Environment 11 Strengthen National Security and Public Safety © 2009 IBM Corporation

Government Industry Value Proposition Analytics & Performance Management for the Public Sector Improving citizen services with better decision-making through access to mission-critical information and analytics. Government agencies have specific performance challenges : § Align the organization with strategic goals and manage towards the desired outcomes. § Track how and where program dollars are being spent. § Demonstrate transparency and accountability throughout the agency and government. § Redeploy resources to meet objectives that evolve over time. § Increase predictability and avoid disruptive surprises. With Analytics & Performance management, governments can rapidly evolve: FROM : 12 TO: Silos of information, many versions of the truth Single, complete view of programs and budgets Risk from uncertainty in data and information Better management of operational & financial risk Inefficient, costly citizen service delivery vehicle Efficient, cost-effective citizen-centric government Lack of clarity in program, budget priorities Goal and outcome-oriented organization © 2009 IBM Corporation

Government Industry Value Proposition Government Analytics & Performance Management: IBM predictive analytics and performance management tools to help governments improve citizen services. Primary Performance Management Solutions Customer Benefits Monitor & Measure Performance IBM Cognos Scorecards & Dashboards for Government Track and manage programs and budgets at the federal/central level, provincial/regional & state level & the local level, government-wide or agency by agency, to ensure programs deliver to strategic goals. Report On & Analyze Performance IBM Cognos Reporting and Analysis for Government An in-depth view of budgets, programs outcomes at any point in time with robust drill-down capabilities and deep analytics to identify trends and take corrective action. Plan for Desired Outcomes Operational & Financial Planning for Government Predict & Forecast Trends & Needs Prepare forecasts budgets and programs, create “what -if” scenario planning and forecasting models to show results and re-allocate resources for efficiency and effectiveness. Predictive Analytics for Government Robust predictive analytics that help government leaders identify trends and through robust predictive modeling capabilities create a future view of trends and forecasts for deeper insight and better planning. 13 © 2009 IBM Corporation

Government Industry Value Proposition Government Analytics & Performance Management: Client Transformations United States Marine Corps Trafikselskabet Movia US Marine Corps: Access to information in minutes rather than days, reports on areas never before possible and cost savings in processing power, lower resource requirements for faster deployment to areas of conflict. Trafikselskabet Movia: Reformed Denmark government structure to calculate 48 separate budgets instantly when routes, fuel prices and passenger levels change, delivering better service to taxpayers. Australian Health & Welfare New York City Police Department Australian Institute of Health and Welfare: Significantly reduced the amount of time between receipt of final information and release, leading to lower costs and increased satisfaction from patients and health care givers. 14 NYPD: Developed single point of access to crime data across all 5 boroughs, linked with GIS mapping and visualization tools to head off spikes in criminal activity. © 2009 IBM Corporation

Government Industry Value Proposition Government Accountability & Cost Efficiency: Enabling government organizations to reduce expenditures while maintaining or improving service quality, within a secure, infrastructure. Strategy and Feasibility Government Leaders are facing a difficult imperative to: Yield cost efficiencies § Deliver policy goals more effectively § Increase revenue § Expand services offered § Contain or reduce expenditures § Increase efficiency § Improve service delivery and outcomes § Enable transparency Capability Optimization Improve service delivery Solution Design STRATEGIC IMPERATIVES Improve compliance Enhance financial sustainability Solution Implementation The organization’s service strategy and supporting information systems should be planned in concert to optimize resource use and achieve efficiencies. 15 © 2009 IBM Corporation

Government Industry Value Proposition Government Accountability & Cost Efficiency solutions IBM Accountability & Cost Efficiency Solutions Planning and prioritization Process Improvements & Transformation Aligning Information systems plans Operate and Optimize the Infrastructure 16 Customer Benefits § Government Business Architecture Services § Benchmark a city’s overall capabilities against peer locations § Make decisions based on a “whole-of-government’ view § Develop the business models necessary to support the service delivery strategies. § Government Transformation § Analyze key functional and financial areas and measure the performance against key indicators § Identify potential and sustainable improvement areas § Develop implementation plans § Enterprise Applications § Shared Services § Align business goals with strategic business directions § Improve cost efficiency and performance § Track revenue and disbursements and ensure transparency to citizens §Optimize the Infrastructure §Operate the Infrastructure § Maximize the effectiveness IT infrastructure, real estate and physical infrastructure § Achieve cost reductions while fueling transformation and building a sustainable foundation © 2009 IBM Corporation

Government Industry Value Proposition Manage Resources Effectively: Client transformations The Government of Denmark established a cooperative effort among central, regional, and local governments to coordinate business transformation related to digitalization of the entire public sector. To take its services to the next level, the government needed to establish better collaboration among local, regional and central government and agencies and develop a consolidated and shared view of the public sector. Key Clients 17 Southwest One Joint Venture (UK): Is achieving cost savings and improved efficiency in the delivery of customer services, workforce development, procurement and more. Because gaps between service expectation and affordable delivery, were addressed when three public-sector entities in the UK took an unprecedented step toward the governance model of the future: innovative collaboration. Acting alone, none of the three entities — Somerset County Council, Taunton Deane Borough Council, and Avon and Somerset Police — could afford or produce the results they desired within their existing capacities. So they joined forces with IBM to leverage their respective resources and strengths toward a common purpose. The result is Southwest One, a 10 -year joint venture transforming both frontline services and back-office operations for all three. Ministry of Finance, Denmark, UK - Somerset County Council, Taunton Deane Borough Council, and Avon and Somerset Police; © 2009 IBM Corporation

Government Industry Value Proposition ‘If you don't know where you're going, any road will get you there. ‘ Lewis Carroll, “Alice in Wonderland” The Winchester House shows how something can just grow Mrs. Winchester did sketch individual rooms on napkins and table-cloths, but had no overall plan. Distinctive features: • staircases leading nowhere • doors opening onto a sheer drop • doors opening onto walls 18 Cost: $5, 500, 000 Construction: Stories: 1884 - September 5, 1922 (38 Continuous years) Before 1906 Earthquake: 7 Presently 4 Acres Originally 161 Presently 4 Rooms: 160 Doors: 467 Fireplaces: 47 Bedrooms: 40 Kitchens: 6 Staircases: 40 Skylights: 52 Basements: 2 Windows: 10, 000 • windows in the ceiling © 2009 IBM Corporation

Government Industry Value Proposition 19 © 2009 IBM Corporation

Government Industry Value Proposition The Story • The result of their efforts is a classic example of implementation without architecture: • The mansion contains 160 living rooms, 40 bedrooms, 6 kitchens, 2 basements and 950 doors • …of the 950 doors, 65 of them open to blank walls; 13 staircases were built and abandoned; and 24 skylights were installed into various floors. • No architectural blueprint for the mansion was ever created. Lesson Learned: Confusing architecture with implementation generates chaotic and unpredictable results – much like the Winchester Mystery House. 20 © 2009 IBM Corporation

Government Industry Value Proposition The Missing Link: Government EA is the key interaction point between Business Planning and IT Enablement Enterprise Architecture defines the architectural models, governance, and transition initiatives needed to effectively coordinate stakeholders toward a common goal. Business Environment du In ry st Citizens, Regulators, Market, . . . ad Le ct ra re & re m it ap ec s tu t. P gy s te and services to enable business strategy ice ra St People, process, technology, information s Be ra St O y teg ra te & gic St R A ra oa r te dmch gi R c. A apitec oa r s tu c d h try CI IT Strategy IBM Academy of Technology s& nis Value propositions, Capabilities, Processes od Mi th Me Intent (drivers, principles, goals), Business models, BT St g in Business Strategy Enterprise Architecture ce da n ui Gu i G gn si iza re tu ts se As tio c te ed oy Operating Environment Deployed Assets Op tim hi rc pl (many, including SOA) Programs & Solutions De t. A Solution. Architectures Solution Initiative & Solution Architectures n ec oj Pr De 21 ce Business, Applications, Data, Infrastructure, Governance © 2009 IBM Corporation

Architecture Domain Descriptions EA Governance IS Architecture Domains Gov Business Architecture Data Architecture Application Architecture Technology Architecture 22 Provides overall leadership, sponsorship and management of Enterprise Architecture efforts. Provides a framework, which reflects both current and future business environments and guides future IT investment and implementation decisions. Defines a set of rules for selecting, building and maintaining a data infrastructure composed of a set of databases, with defined interfaces, standards, services and management processes. Provides a classification of applications and the set of rules, which govern how applications will interoperate, distribute function and share information across an organization. Defines the essential guidance (rules) for selecting, building and maintaining a technical infrastructure.

Focus Solutions and Offerings Government Industry Value Proposition The Government Industry Framework is the foundation for our industry solutions and is a key differentiator across five government business areas. Transportation Asset Management Route and Schedule Optimization Smart Vision Suite (Safety) Traffic Date Visualization Integrated Fare Management Road User Charging Single View of the Citizen Eligibility Determination Improper Payment Reduction Social Program Integrity Integrated Case Management Metropolitan transportation Transportation and roads and Roads Tax and revenue Tax and Revenue management Tax Audit and Compliance System Tax Collections Optimizer Tax Regulation Implementation Management Social services Social Services andand social security Social Security Safety and security Security Integrated urban Integrated Urban infrastructure Infrastructure Crime Information Warehouse Crime Prevention Analytics Emergency Response Management Digital Video Surveillance Borders & Immigration Management Water Management City Operations Center DEFENSE: The Government portfolio also includes mission-critical offerings for Defense forces that have their own unique framework. © 2009 IBM Corporation

Government Industry Value Proposition IBM’s collaborative leadership centers develop insight and new thinking around the challenges facing governments. Institute for Electronic Government Global CEO Survey IBM Research Global CIO Survey © 2009 IBM Corporation

Government Industry Value Proposition A Century of Innovation in Government ……Thank You!! 25 © 2009 IBM Corporation

Government Industry Value Proposition What Makes IBM Different? § A commitment to progress and a century of proof: IBM has the foundation of 100 years of expertise working with government clients to conceptualize opportunities, analyze developments, create business value, and deliver innovation that matters to societies. § Solutions that are relevant and deliver value today, and create a foundation for tomorrow: IBM’s extensive portfolio of solutions and implementation assets – continually refined in engagements with clients around the world – and our government industry framework accelerate the delivery of new offerings — helping governments drive transformative change, improve organizational accountability, and reduce risk. § Helping define the future of government: IBM collaborates and build consensus with policy makers, actively driving reforms for intellectual property, open source and standards. § Building the future: IBM Centers of Excellence, proof-of-concept engagements, and IBM Research ‘First-of-a-Kind’ client projects demonstrate thought leadership innovation and sharing of applied research. § Strengthening the portfolio with complementary partners: IBM’s network of government solution partners provides choice and flexibility from a portfolio of integrated technologies. 26 Let’s Build a Smarter Planet © 2009 IBM Corporation

Government Industry Value Proposition IBM conducts collaborative research around key government challenges to enhance the functions in current and future offerings. 27 LARGE SCALE FINGERPRINT ID Improved scalability and accuracy “CAPTION ME NOW” Transcription framework enabling on-demand captioning of audio materials IDENTITY RESOLUTION Deep analytics engine with visualization toolkit Improved fraud detection and risk management TRAFFIC MODELING AND PREDICTION Provide visualization of current and likely near-term traffic ANONYMOUS BIOMETRICS MATCHING Method to match biometrics in a transformed domain that supports revocability to enhance privacy MEDIA ANALYTICS FOR ACTIONABLE INTELLIGENCE Combines multimedia with traditional data for unified analysis VISUAL TRACKING FOR SMART SURVEILLANCE Open, extensible framework to develop real-time, eventbased video analysis REAL-TIME SITUATIONAL AWARENESS NOTIFICATION Shared understanding of tactical threats for field operations teams VIDEO ENCODING FOR DIGITAL SURVEILLANCE Leverages compression standards to reduce storage requirements and cost RELIABLE REAL-TIME MESSAGING Highly responsive messaging backbone for mission critical situations © 2009 IBM Corporation

Government Industry Value Proposition Transformation Results at IBM Strategy & Governance CIOs Architecture Board Processes IT Savings Business Architecture Before After 128 1 9+ 1 4 -yr baseline - $1. 5 B Information Systems Architecture Before IBM CIO Office Enterprise Process Owners Applications mapped to business processes Before After 0 17 0% 99 % Infrastructure Architecture After Before After Applications 16000 4700 * Networks 31 1 Project Cycle Time Asset Reuse Baseline - 30% Data Centers 155 6 Baseline + 50% Web Hosting Centers 80 7 Defects Baseline - 20% Green Server Environment Baseline - 80% energy - 85% floor space * More than 50% of strategic applications now provide global coverage. 28 28 © 2009 IBM Corporation

Government Industry Value Proposition Smart Social Services: delivering intelligent, citizen-centered experiences, resulting in reduced waste and improved outcomes Most Social Services and Social Security organizations are experiencing: § A gradual increase in demand for services from an aging population or immigration § Occasional sharp increases in demand caused by economic problems. These changes in overall demand in the types of support needed, will require revaluation of policies and processes. Improving Outcomes Increasing Demand Challenges facing Reducing Social Services Fraud Agencies Worldwide Spending Pressures Inflexible IT systems The nature of social services must rapidly evolve: FROM : 29 TO: Organizational and programmatic focus Focus on the citizen Uncoordinated channel strategy One-Stop Government Service Limited cross-organization leverage Collaboration and Partnership Inability to address individual citizen needs Integrated Services Delivery Duplicated services and benefits Increased efficiency and reduced costs © 2009 IBM Corporation

Government Industry Value Proposition Government Analytics & Performance Management: An opportunity to improve citizen services through predictive analytics and performance management 30 Monitor & Measure Performance § Leverage existing data resources to deliver information into a scorecard that shows status, trends, relationships, and interdependencies. § Helps to answer “How are we doing? ” Report On & Analyze Performance § Reporting and analysis allows for deeper drill down into trends and detailed analysis, analytics and reports that help explain why a trend is occurring. § Helps to answer “Why? ” Plan for Desired Outcomes § Planning capabilities help take information and, by re-aligning resources and budgets and execute what-if scenarios, help get programs and activities back on track. § Helps to answer “What should we be doing? ” Predict & Forecast Trends & Needs § Provide dynamic and proactive predictive capability to better plan future activities around crime prevention, social service requirements, economic development, tax revenue forecasting. © 2009 IBM Corporation