Architecture & Best Practices
for Government Portals

Dave Cox

Global Solutions Manager

dacox@novell.com

Rainer M. Oebels

Global Solutions Architect

roebels@novell.com

The Fictitious Community
of BrainShire

BrainShire's Top Issues

Spending high

Revenues insufficient

Data Privacy Compliance

Paperwork Reduction Compliance

Freedom of Information Compliance

Air Quality is Declining Rapidly

Constituents are under-served
by government when ...

Services are not accessible

Services are not timely

Services contain errors

Under-served constituents cost the government and the citizens.

By improving services to under-served constituents, governments reduce costs.

1

2

3

The challenge: How can we shift investments to achieve our policy objectives?

…leading to policy revisions based on outcomes achieved

Processes

Reductions in operating costs in business processes…

… can be re-invested in new or existing programs to better achieve our goals…

Source: Meta Group

Programs

Policies

support

that implement

Example of ONE under-served constituent:

September

August

July

June

Court Appearance

David goes to Magistrates Court to fight the ticket. He argues that BrainShire should not require him to lose half a day's pay to register his car.

He loses, and pays his fine, plus a court appearance fee.

Ticket Issued

The police stop David as he drives home from the factory.

He gets a ticket for driving an unregistered vehicle. The fine is € 250.

BrainShire has finally got David's attention.

Register Vehicle

David takes a morning off work to register his car.

He waits in line for an hour, and pays a registration fee of € 75.

Second Renewal Notice

David receives another notice in the mail. But the factory is working overtime shifts, and it is a great opportunity to make extra money.

So he ignores the notice again.

Third Renewal Notice

David receives notice that his vehicle registration has expired.

He is warned that he will owe a fine if caught driving an unregistered vehicle.

But by now it is a habit to ignore these warnings.

October

First Renewal Notice

David receives notice that his vehicle registration will expire July 31. He must appear in person with his vehicle to renew his registration.

David lives 1.5 hours from nearest Motor Vehicle office, and doesn't want to lose half a day's work at the factory just to renew his license.

He ignores the notice.

Cost: $4.53

Cost: $4.53

Cost: $4.53

Cost: $45

Cost: $38

Cost: $250

Six points of contact = $346.59 = excessive costs

The BrainShire Constituent
Touchpoint Analysis System

Registration
System

Traffic
Ticket
Database

Government
Performance
Dashboard

Touchpoint

Database

records of notices sent

records of registration transactions

records of traffic tickets

issued because of

unregistered vehicles

Court

Systems

records of related

court appearances

touchpoint analysis

Citizen Call

Center

census and

demographic data

A connector to each system creates a record each time a constituent is “touched”.

Touches are categorized by service type.

Internal

Systems

(HR, Purchasing)

records related to

Gov. employee

transactions

More than 80% of people who register vehicles require 5 or fewer points of contact with the department.

But the 20% with the most touch-points incur 60% of the department's costs.

We want to know why the most expensive 20% need so many points of contact. Why aren't we serving them better, faster, less expensively?

Dashboard views powered by Novell & Hyperion

What do under-served constituents
have in common?

Location seems important. West Country Estates has a disproportionate share of under-served people.

Age doesn't matter. The age distribution of under-served citizens matches the age distribution of the population as a whole.

Years of residence also matters. Newer constituents need more touch-points.

Dashboard views powered by Novell & Hyperion

What can BrainShire do to improve
service to these under-served constituents?

Our two under-served constituencies:

Western Country Estates residents (Geographical Distance)

New BrainShire residents (Major Life Event)

New Government Employees (Major Life Event)

New innovations to the BrainShire processes:

Outreach to Western Country Estates residents

Secure Online services

Outreach to New BrainShire residents

Secure Online registration & provisioning of services common to new residents

Outreach to New Mobile Employees

Secure Online (& Disconnected) registration & provisioning of services for new Social Workers in the field

BrainShire Demo

High level architecture

Identity

Vault

Employees, Customers, Suppliers, Partners

Authentication Services

Authorization Services

Web Services/Portals

Enterprise Apps &

IT Services

Business Process

Automation Services

Access Management Channel

Data Integration Channel

Enterprise Data

Identity Data Integration Channel

Audit Channel

Audit Records

Internet, Intranets, Extranets

Identity & Security

Policy Management

How can BrainShire afford these
service improvements?

Improved quality of service will reduce the number of constituent touchpoints

Touchpoint cost savings will fund the new initiatives

Dashboard views powered by Novell & Hyperion

BrainShire forecasts
reductions in unregistered vehicles

BrainShire forecasts that, with these improved services, the number of vehicles with expired registrations will fall by 10,000 over the next four years

Improved vehicle registration
leads to air quality improvements

BrainShire estimates that a reduction of 10,000 in expired registrations will result in improved air quality

The costs avoided through online services are redirected to help low-income citizens replace older, high-emission vehicles to get them off the roads, improving air quality even more

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

Of course, accidental opportunities will still come along, as shown at the bottom of this flow chart. But how can you qualify an accidental opportunity without looping back to the strategic assessment of the enterprise's goals and initiatives? How can you qualify it without knowing the enterprise's strategic priorities?

If the Secure Enterprise Dashboard story is to help you, it will be by helping you apply this kind of strategic, structured problem-solving approach to selling.

You'll always need to be flexible and adaptable, but the only way to move up the Miller-Heiman buy-sell hierarchy is by design, not by accident.

2003-12-08T12:43:39