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Connected Government

Framework Strategies to Transform Government in the 2.0 World

The Connected Government Framework: Strategies to transform government in the 2.0 world 2

Table of Contents

A Framework for a Connected World .......... 3

Connected Citizens for greater Service

Delivery and Engagement .................................. 3

Connected Workers enabled by a

Modernized Workplace ........................................ 3

Connected Agencies for greater

Transparency and Accountability .................... 3

The Connected Government Framework ...... 3

A Government Consultant’s view ................. 4

Introduction ..................................................... 5

Changing the Governance Model .................... 6

Cloud Power: New Opportunities .................... 7

The Long Tail of Legacy ....................................... 9

Business Challenges ...................................... 11

Service Delivery and Engagement ................. 12

Government Workplace Modernization ...... 12

Transparency and Accountability .................. 13

People and Process ....................................... 15

People-Centric Government Transformation:

Guiding Principles ............................................... 16

Transforming Key Service Delivery Processes

.................................................................................... 18

Strategic Success Factors .................................. 22

Successfully Plan and Deliver People and

Process Transformation ..................................... 24

Building Blocks: Application Capabilities

and Infrastructure ......................................... 25

Solution Areas ....................................................... 25

Citizen Interaction ............................................... 27

Government Worker Productivity .................. 31

Records Management ........................................ 33

Performance Management .............................. 36

GIS Services ............................................................ 38

Identity Management ......................................... 39

Gov 2.0 .................................................................... 44

Enterprise Service Bus ........................................ 46

Infrastructure .............................................. 48

Dynamic Infrastructure for Efficient and

Sustainable Operations ..................................... 48

Connected Government Framework –

Reference Architectures ............................... 50

Reference model for Connected

Government Framework ........................... 50

CGF Reference Architecture ..................... 50

Architecting Solutions for the Cloud ..... 53

Workloads .............................................................. 53

Business Processes .............................................. 54

Service Delivery Agency Technical

Architecture ................................................... 58

Citizen-created Request and Case Processing

................................................................................... 60

Citizen Portal and Logon ................................. 60

Citizen Integration with Social Media

Streams ................................................................... 65

Political Campaigning Through Social Media

................................................................................... 65

Cloud Application Delivery .............................. 66

Application Store ................................................. 69

Partner Solutions .......................................... 70

Environmental Data Sharing .......................... 70

Citizen‟s Rucksack ............................................... 72

CrowdSourcing & Social Media ..................... 75

Haiti Integrated Information System ........... 76

Customer Contact Platform ............................ 78

Conclusion—Realizing Business Value ...... 80

Next Steps ...................................................... 82

Acknowledgements ...................................... 83

A FRAMEWORK FOR A CONNECTED WORLD

A Framework for a Connected World

Since the 2008 launch of the Microsoft®

Citizen Service Platform (CSP), there has been a fundamental

change in the dynamics between government and citizens, particularly in this new era of

consumerisation of IT, cloud computing and open data, where issues such as transparency and quality

of service are under greater scrutiny than ever before. In the developing economies, this lower entry

bar to exploit new technology has been viewed as an opportunity to catch up with or leap frog over

their more mature peers, whilst at the same time all governments are grappling with the challenges of

this ever more connected world. At Microsoft we see these issues as three dimensions of one theme -

connection. Connecting government to citizens, connecting information to government workers, and

connecting government agencies together, to achieve higher levels of service, efficiency and

accountability for this and the next generation of citizens.

Connected Citizens for greater Service Delivery and Engagement

The explosion of smarter devices and pervasive internet services has given many consumers new levels

of access to information. These always-on, technology natives include a younger generation of

tomorrow‘s active citizens, who have high expectations of their government agencies, such as on-

demand services with native integration to social media and smart devices. The appetite for

government information is now so great that social tools and open data applications, such as those

enabled by the cloud, are often the only viable solution to provide these richer, and more

personalized experiences, resulting in better served and more engaged citizens.

Connected Workers enabled by a Modernized Workplace

The advent of personal computing created a disruptive effect on technology in the enterprise. Today,

consumerisation of IT is having the same effect on government agencies. Gartner recently coined the

phrase ‗Employee Centric Government‘ to describe the challenge of integrating information around

the government employee just as well as we aim to do for citizens. This involves not just connecting

applications but also connecting knowledge, from data sharing through to social connections as

agencies take advantage of technologies that can help foster a culture change toward collective

knowledge and expertise through empowerment.

Connected Agencies for greater Transparency and Accountability

While providing technology that better supports the citizen and workers is a significant step forward

there remains the challenge of connecting disparate government agencies to improve collaboration.

Succeeding in this is critical, as successful operations depend upon seamless collaboration between

specialists to share both information and resources. This is especially true as some seek to engage

with non-government or external organizations to reduce costs and improve agility. This requires

robust, scalable technology such as the cloud to operate effectively, as without them the best

intentions can be undermined by simple breakdowns in the collaboration and communication.

The Connected Government Framework

We started in 2008 with a single foundational concept called the Citizen Service Platform – the goal of

which was to converge services and information to better serve and engage citizens. The Connected

Government Framework takes that concept and expands it to encompass not only citizen service but

modernizing the government workplace and helping make the government more transparent and

accountable to its constituents. This spans all delivery channels from On-Premise, to Private Cloud, to

Community Clouds, to the Public Cloud and is described in some detail in the remainder of this paper.

It is through this Framework that we believe we will see solutions developed to help realize the goals

of a truly connected government. We are therefore pleased to present to you the Microsoft®

Connected Government Framework.

Jean-Philippe Courtois President, MS International

A GOVERNMENT CONSULTANT‘S VIEW

A Government Consultant’s view

My relationship with Microsoft‘s innovating approach to e-Government goes back to 2000, when I was

a senior civil servant in the UK‘s Cabinet Office and Microsoft were our key partner in developing the

UK Government Gateway, a world-leading shared service platform for identity management which

now supports many millions of transactions per year including the UK tax return payload amongst

others. Since then I have worked with Microsoft in a number of ways: as customer, supplier and

partner. Throughout that time, I have been struck by their passion for supporting governments to

achieve transformational impacts on public policy objectives through the use of technology. That is

what the Connected Government Framework is all about, and I am delighted that we at CS Transform

have partnered with Microsoft in the development of this white paper on the Connected Government

Framework.

The Connected Government Framework brings together a set of IT capabilities which genuinely do

provide an end-to-end solution to governments‘ technology needs - while also building in the

interoperability and openness which is essential for the multi-vendor world in which governments

operate. But the CGF is about much more than technology. Getting the full benefit of the

technologies and solutions which are brought together in the CGF requires a comprehensive program

of organizational and cultural change within the public sector, to ensure that technology is not just

―bolted on‖ to old ways of working but delivers transformational impacts for citizens and businesses.

That is why Microsoft approached CS Transform to help develop the ―People and Process‖ component

of the CGF. Having worked with 40 governments around the world to plan and deliver IT-enabled

transformation, we have built a best practice model which covers all of the people and process change

needed to deliver a genuinely transformational e-government strategy. We are delighted to see that

model now integrated into Microsoft‘s Connected Government Framework. And we are delighted too

to be working with Microsoft during 2011 – alongside other leading global companies and a wide

range of national governments – to build our model into the new global open standard on

"Transformational Government". This standard, based on our model, is being created now in a

process being led by OASIS (the global not-for-profit internet standards organization), with support

from the World Bank.

The Connected Government Framework therefore provides an ideal way for public sector

organisations to access both world-class technology and world-class change management. We at CS

Transform are proud to be part of it.

Chris Parker

Managing Partner CS Transform

INTRODUCTION

Introduction

The massive changes in the global economy have placed government agencies in a more critical

position than ever before as the combination of recession and recovery as well as demographic and

technology changes create new and challenging situations.

Funding shortfalls of up to 25 percent as tax bases are reduced and central grant awards shrink.

Increased need for social care to support an aging population with greater life expectancies at a

time when the working population has become proportionately smaller.

Continuing urbanization and concentration of people to cities, creating planning and

infrastructure capacity challenges.

Increased expectations of citizens and businesses to receive higher standards of service and

greater transparency and access to government policy and operations.

Responding effectively to these challenges means governments must deliver change that is

transformational, not incremental. During the 1990s and the first part of this decade, many thought

that new technology—specifically the internet—would provide the key to these transformations.

But today‘s proliferation of worldwide e-government has not fulfilled on the transformation promise.

Duplicate IT expenditures, wasted resources, no critical mass of users for online services, and limited

impact on core public policy objectives reflect more of e-governments‘ reality and added costs.

Leading governments are now engaged in a decisive shift away from e-government and toward a

much more radical focus on transforming the whole relationship between the public sector and users

of public services. Some call this shift Government 2.0, others call it Transformational Government, and

still others call it Citizen Service Transformation. Whatever label, the shift can enable government

organizations to respond effectively to increasing demands and higher citizen expectations, while

reducing the cost of government service delivery.

Figure 1. The transformation of citizen service delivery1

1 Source: CS Transform, 2010

INTRODUCTION

Figure 1 above illustrates the two key enablers that make the journey toward Government 2.0

possible:

An increasing understanding and awareness of the governance changes required

A set of market innovations to transform the way that governments and citizens engage with the

underlying technology

So the challenge is clear. The dramatically sharpened drivers for change produced by the economic

crisis, coupled with the emergence of two major new enablers—global best practices on citizen-

centric governance models and the wave of new technologies—offer a unique opportunity to create a

more responsive and citizen-driven set of government services. How to capitalize on this

opportunity—and in particular how to manage the transition from legacy Government 1.0 systems to

a genuinely transformed Government 2.0—is what this paper will unfold.

With the collaboration between two companies working at the leading edge of these governance and

technology enablers—CS Transform and Microsoft—the paper will demonstrate how global best practices

for citizen service transformation have been fused within a single model: the Connected Government

Framework.

Changing the Governance Model

For the most part, the transition from traditional government to e-government has overlaid

technology onto an existing business model—a model of disconnected silos. Policy making, budgets,

accountability, decision making, and service delivery were all embedded within a vertically integrated

delivery chain based on specific government functions. Worldwide government feedback indicated

that this approach simply did not work.

In its 2010 Avoiding the pitfalls of e-Government report, OASIS—the global not-for-profit standards

and best practice body for e-government—identified a wide range of common perils hampering many

governments from making significant impact through their technology investments. In that same

report, OASIS also noted that:

―… an increasing number [of governments] are now getting to grips with the much broader and

complex set of cultural and organizational changes that are needed for ICT to deliver significant

benefits to the public sector. This new approach is generally referred to as Transformational

Government. It encompasses a new, virtual business layer within government that allows an

integrated, government-wide, citizen-focused service to be presented to citizens across all

channels, but at no extra cost and without having to restructure government to do so.‖

The shift toward citizen service transformation involves, above all, the introduction of new governance

processes and new business models within government.

INTRODUCTION

Figure 2. Changing the government business model in the 2.0 world

Cloud Power: New Opportunities

Technology advances have opened up new possibilities and raised expectation about governments‘

role and how governments should serve communities. These factors include:

Cloud computing as a viable ICT provisioning model and a way to reduce costs and deliver new

services.

Social media to enhance and improve levels of participation and citizen satisfaction with services.

Federated identity technologies to enable greater degrees of interagency collaboration,

coproduction and information sharing.

Open data and government data stores to allow much wider access to publishing and distributing

public information.

Figure 3. Examples of Microsoft cloud computing offerings

• Government-centric

• Supply push

• Government as the sole provider of

citizen services

• Unconnected vertical business silos

• Identity is owned and managed by the government

• Public data is locked away within government

• Citizen as recipient or consumer of services

• Online services

• IT as a capital investment

• Producer-led

Government

• Citizen-centric

• Demand pull

• Government assembles multiple competitive

sources of citizen services

• New virtual business layer, built around citizen

needs, operates horizontally across government

• Identity is owned and managed by the citizen

• Public data is available freely for reuse by all

• Citizen as owner and co-creator of services

• Multi-channel service integration

• IT as a service

• Brand-led

Government

INTRODUCTION

By harnessing new technologies, it is possible to deliver better experiences to communities—without

the escalating costs associated with Government 1.0. As the transformation to 2.0 systems becomes

more federated, and processes cross many boundaries—from on-premise technology platforms to

web services and cloud resources—a new set of possibilities emerge.

The cloud provides an exciting platform to develop new applications and new ways to deliver services

and information to communities. At Microsoft, we have already seen various levels of government

take advantage of the power of open data—placing information and services directly into the hands of

citizens. Some examples of successful delivery include:

Citizen Services: In the United Kingdom, www.lovelewisham.org has become a great example of

an open citizen-driven service, initially designed for one council this is now being more widely

adopted under the name LoveCleanStreets and takes advantage of the Cloud. This model has

inspired many similar cloud based examples like Spenta‘s Streetcare to ISC‘s HeyGov! which can

be seen in operation in the cities of Miami and San Francisco as they extend existing 311 systems,

through the Windows Azure Platform as a Service (PaaS) capability.

Open Data Solutions:, again leveraging the Windows Azure Data Market such as

www.recovery.gov and www.data.gov at a National level the United States and examples such as

Vancouver Open Data at the city level allowing wider access to what is public information for third

party developers to create tools and useful applications, replacing agency costs and resources.

Online Productivity Tools:, In many instances, agencies are consuming cloud services, such as

Microsoft BPOS - now Office365, extending collaboration capabilities to their staff without the

capital investment as seen by examples in the State of California and in New York City as well as

agencies in London and Europe to achieve economies of scale lowering costs by up to 40%.

This change from on-premise to the cloud is more than just technical packaging; it is about the ability to

change from a capital investment model to an IT services consumption model. For large central

governments, the cloud offers the possibility to consolidate on a scale previously unheard of and to use

its dynamic capacity to provide resources instantaneously to accommodate peaks in demand. For

smaller agencies, the cloud provides ready access to services, and to pay only for what they consume,

removing the traditionally capital intensive barriers to acquire new service capacity. Thus the cloud has

the potential to re level the capabilities of agencies – independent of their scale, and allowing small

agencies to have the same ICT capacity as their larger peers.

Whilst the above examples are the first innovations in what may be the most significant transformation

our industry will take, the real world of today‘s platforms represents an investment of generations which

will not be displaced overnight; indeed the key to successfully using the cloud is based on how to

combine the new capabilities with the heritage systems that will often be the most valuable link in the

value chain, holding data vital to the end user‘s experience. The rest of this paper deals with the

organizational and technology challenges in bridging to this new world with the Microsoft Platform.

INTRODUCTION

The Long Tail of Legacy

As a result of a current technology landscape with low levels of investment in ICT, siloed operations, and

funding streams, many agencies struggle with too many systems that do not integrate effectively.

Processes breakdown or valuable information that should be available holistically is lost. Input from

Microsoft customers around the world suggests that government agencies may maintain up to 2,000

applications—simply unsustainable from a cost and strategy perspective. With major services like social

care, education, and benefits addressed by just a few applications on-premise, it makes sense to move less

essential applications to the cloud to reduce costs and speed implementation.

Figure 4. An example of a government agency systems map

The complexity we see above is not unusual when considering that many agencies have had to

procure or build solutions over several generations of technology lifecyles, often to urgent timescales

or cost constraints and therefore being able to build to a single overaching architecture was a near

impossibilty given the urgent need to ‗get things done‘. Given that we are now in an era where

technology provides much greater interroperability than before and standards based integration is far

more realistic we can look at a more strucutred approach going forward, which we refer to as the

Connected Government Framework shown overleaf. This draws together four key layers which when

in alignment should lead to greater reuse of ICT and better alignment between people and process

and application capabilities – all together providing greater returns for citizens.

INTRODUCTION

Figure 5. The four-layer Connected Government Framework mode

In order to make a logical structure for business processes and technology layers to co exist, the 4

layer model proposed by the Connected Government Framework shows how the layers can be

isolated and yet aligned at the same time. The remaining sections of this document describe the first

three layers in turn and are then followed by the Reference Architecture. In that section we outline

how they can be combined into example solutions based upon Microsoft and partner resources and

accelerator tools.

Key Challenges

People and Processes

Application Capabilities

Technology Platform

BUSINESS CHALLENGES

Business Challenges

Microsoft research identified key challenges that face governments worldwide. It‘s interesting to note

that while these organizations operate in a spectrum of cultural contexts and scale, the challenges

remain consistent. The cross-cutting issues slice through services and structures, challenging elected

officials, chief executives, and policy makers, cascading down and across their organizations.

Every citizen wants better quality, lower-cost services. Businesses want to improve the effectiveness of

their infrastructures and expand existing and/or acquire the needed skills. Every politician wants to

help his/her community to become a more attractive place in which to live and work and to help

ensure that statutory compliance requirements are met. All civil servants want to work with innovative

tools that can improve productivity; provide a single, accurate view of up-to-date information; and

enable them to make decisions without taking risks. However, there can be much variation in the way

the challenges are delivered, and this is where the Connected Government Framework model

attempts to identify opportunities for governments to rationalize and gain efficiencies by sharing

common technology components, wherever possible.

Figure 6. Key business challenges facing government organizations

Let‘s explore these challenges in a little more detail below and provide examples of how Microsoft

technology has been used to address these issues in real-world environments.

BUSINESS CHALLENGES

Service Delivery and Engagement

Governments at all levels remain under pressure to deliver better service to their

communities without increasing costs. Citizens and businesses want greater access to

government information and services, with simpler processes, less paperwork, and more

efficient interactions. Citizens also expect flexible, convenient interactions, sophisticated online

services, and prompt responses to their requests. Increasingly frustrated by complexity, the need to

visit multiple locations, and the need to execute multiple transactions to satisfy simple requests,

citizens now demand 24x7 access and rapid resolution. But the expense to provide traditional services

and to extend around-the-clock availability to those services can be astronomical. Multi-channel

access (for example, web, phone, text message, and in-person) can offer constituents access through

those channels that suit their needs and preferences. Governments can also reduce costs substantially

by migrating users from high-cost channels (in-person) to low-cost ones (transactional websites).

Another important consideration is social inclusion. By far, the poorest and most vulnerable groups

are often the greatest users of government services. But these populations are the least-equipped to

use technology. The ultimate goals of implementing technology solutions are to free more resources,

help socially excluded groups, and to eliminate the digital divide.

At the same time social media tools have grown in use and are now accepted as strategic methods of

achieving wider participation between agencies and citizens. Since the adoption of such tools by the

Obama election campaign they have been used not just at the National or campaigning level but are

now part and parcel of a service agency‘s toolkit for obtain feedback and securing paarticipation.

Government Workplace Modernization

Across the developed world, an ever-aging population places increasing demands on public

services. At the same time, a decreasing proportion of the population continues to work

and to pay taxes. As a result there is an increased mandate for public services to work more

efficiently and to deliver more services at lower overall costs. Pressures on national

government budgets usually translate into budget cuts for local governments, causing

them to look for savings at the local level. Typically, citizens resist tax increases, particularly

at the local level where they are often more visible, and there can be multiple layers of government.

One way to streamline operational efficiency and to reduce costs is to share services and technology.

Other ways are to drive cultural change and organizational redesign. Technology offers ways to

reconcile these pressures by improving efficiency, transforming working practices, and delivering more

for less.

The City of London uses an application called „Love Clean London‟ to manage the city‟s environment

through enabling citizens to report and comment on urban mess with their mobile devices or from a

browser. The system runs in the cloud on Windows Azure and Dynamics CRM and makes use of

common social networks to allow comments and feedback on performance to be recorded. A similar

solution helps the citizens of Miami have direct access to their 311 non-emergency request system.

Using Microsoft Dynamics CRM agencies like the Belgian Finance Ministry, Citizens Advice Bureaux in

the UK and the Cities of Milan, London and Pattaya in Thailand can keep track of enquiries, manage

service requests and ensure that citizen service levels are delivered to expectations.

BUSINESS CHALLENGES

Government Workplace Modernization is achieved through improved collaboration between

professionals using tools like Sharepoint, mobile tools such as Windows Phone 7 and VOIP

integration tools such as Microsoft Lync. These can help maximize professional face time by enabling

them to roam more freely and still have information to hand, whilst at the same time tools such as

Microsoft Biztalk Server and Microsoft Dynamics CRM can effectively connect applications together to

provide workers with a better integrated desktop experience when using Line of Business Applications.

Transparency and Accountability

Compliance and accountability strive to show what money has been received, how it has

been used to deliver agreed-upon services, and who is accountable for the delivery and

performance of those services. While good corporate governance has largely been portrayed as an

issue of compliance, analysts and business leaders increasingly view good governance as good

business. Governments remain under pressure to demonstrate robust stewardship of public money

and greater transparency of decision making.

Through sound governance, agencies can reduce the volatility of government business, encourage

investment, and establish trust with the community. Some of the root causes of poor governance

include inadequate systems, poor data, and inefficient search and archiving processes. External audits

and inspections that include reviews of systems, documents, and processes, weaknesses can be

exposed. Poor systems can leave these governments open to greater risk of fraud and poor

performance. As transparency and accountability becomes an increasingly important subject for

governments, one of the keys to solving these issues are the use of Business Intelligence capabilities

internally and Open Data Externally.

“[Within the United States,] the State of Georgia handles US$20 billion of spending each year,

and it uses the Microsoft Platform to manage and control its spending through the 120 agencies,

35 universities, and 159 counties. With an investment of US$14 million, the State was able to target

savings of about US$135 million.”

— Brad Douglas, Commissioner, Department of Administrative Services, State of Georgia

The state of Hesse in Germany employs 90,000 workers and supports an infrastructure of 1,800

servers and 60,000 computers. Employees used more than 400 applications with different user

interfaces and no standard mechanism for exchanging common data between standard applications

and customized software, and data had to be entered multiple times. They solved this problem by

using a partner solution from Combionic which uses Biztalk Server and Microsoft Office to connect

these different applications improving worker productivity by 66 per cent.

The city of Stockholm boasts leading-edge IT. Its city officials understand that through advanced

technology, the city can be a more attractive place to live and work. Recently, the city wanted to

establish more standardized IT while making city services extremely accessible to the citizens of

Stockholm.

In developing their strategy, city IT leaders focused on three key areas: delivering great value for

citizens, rationalizing IT operations, and centralizing shared IT services.

With this focus, the city turned to Windows 7, and began a three-year deployment in November

2009. Now with more than 85 percent of their environment deployed in the first 9 months, they are

realizing tangible benefits as outlined their total cost of ownership study. Based on all Windows 7-

related benefits measured, a five-year business value analysis projects a US$70 per PC net present

value, a return on of 105 percent, and a payback period within 12 months.

BUSINESS CHALLENGES

An agency of the European Union, the European Environment Agency (EEA) provides independent

and reliable information on the environment for policy makers and the general public. The agency is

working towards raising environmental awareness across Europe by delivering easy-to-understand

information about a number of environmental topics—among them, water and air quality. It also

encourages citizens to contribute their own observations about the environment around them.

Working with Microsoft, it developed the Eye On Earth platform, based on the Windows Azure “cloud”

services operating system. Users can view water or air quality from the 32 member countries of the

EEA, using high-definition Bing maps. The EEA has also launched the Environmental Atlas of Europe,

which features stories told by eyewitnesses about their first-hand experiences of climate change.

PEOPLE AND PROCESS

People and Process

As just discussed, responding effectively to business challenges means that governments must have

the capabilities to deliver change that is genuinely transformational, not incremental.

And the keys to success in this effort are people and process changes. Microsoft, after conducting

deep research into the trends affecting the future of work, believes that people are the most

important asset in helping organizations to not only meet the challenges of the future but to take

advantage of its opportunities. Technology can be an important enabler of this empowerment, but

only if accompanied by deep change at the process level. A people-ready organization ensures that

investments in both its systems and people support the goals of the organization.

In a public sector context, delivering people-ready government is not straight forward. Governments

face unique challenges in delivering transformational change, notably:

The unparalleled breadth and depth of their service offerings.

The provision of a universal service, engaging with the whole population (and beyond), rather

than picking and choosing customers.

Structures, governance, funding, and culture, which are organized around specific business

functions, not around holistically meeting citizen needs.

For several years, Microsoft has partnered with government experts at CS Transform to identify and

promote best practices in delivering the people and process changes needed to unlock the full

benefits technology can offer in the public sector. CS Transform brings together a team of experts

who have worked at the leading edge of this agenda across the world over the last 10 years, including

building the vision for government transformation; developing strategies and roadmaps for

government transformation; and, most importantly, delivering government transformation in practice.

CS Transform‘s research, sponsored by Microsoft, is available in a series of white papers at

www.cstransform.com. The research focuses on a model for people and process change in

government, as summarized in Figure 7 below. OASIS—the global not-for-profit body that promotes

standards and best practices for e-government—has now launched a public consulting opportunity to

produce a new global open standard for government transformation, based on the CS Transform

model. This process is being championed by Microsoft, Fujitsu, and the New Zealand Government;

and participation is open to all.

PEOPLE AND PROCESS

Figure 7. The CS Transformation model: People and process change for government transformation2

In this chapter, the three main elements of this model are explored:

Guiding principles for people-centric government: The core values that analysis suggests are

emerging as the driving principles of successful public sector reform around the world.

The four core processes of government service delivery: Business management, customer

management, channel management, and service-oriented technology management—each of

which needs to be re-focused in a people-centric manner.

Critical success factors: A checklist that every government organization must manage if it is to

develop and deliver an effective program for citizen service transformation.

Finally, this chapter describes how Microsoft is embedding these people and processing best practices

into the Connected Government Framework, making them easily available to clients and partners

across the global public sector.

People-Centric Government Transformation: Guiding Principles

Microsoft and CS Transform believe that there are some universally applicable rules for delivering

government transformation. This does not mean there is a ―one-size-fits-all‖ approach. Every

government is different—the historical, cultural, political, economic, social, and demographic context

within which a government operates is different, as are the legacy of business processes and technology

implementation from which it starts. So a cookie-cutter approach to government transformation cannot

succeed. But there is a set of principles and processes that are universally applicable—although their

application will deliver different transformation roadmaps for each government.

These guiding principles are set out in Figure 8. They are based on experiences from working with

governments of all kinds, all around the world; and they form the heart of the CGF approach to people

and process change in government.

2 Source: ―Citizen Service Transformation: a manifesto for change in the delivery of public services‖, CS Transform, 2010

PEOPLE AND PROCESS

Figure 8. Best practice principles for government transformation3

Be obsessive about understanding your customers.

Create a single ―snapshot‖ of each citizen across all levels of government.

Do not assume you know what users of your services think. Do the research.

Invest in developing a real-time, event-level understanding of citizen interactions with

government.

Build services around customer needs, not organizational structure.

Provide people with one place to access government information that is built around their needs.

Do not try to restructure government: Build customer franchises that, like the U.K.‘s Directgov, sit

within the existing structure of government and act as a change agent.

Deliver services across multiple channels, but use web services to connect them, to reduce

infrastructure duplication, and to encourage customers into lower-cost channels. \

Do not spend money on technology before addressing organizational and business changes.

Do not reinvent the wheel; build a cross-government strategy for common citizen data sets (for

example, name and address) and common citizen applications (for example, authentication,

payments, and notifications).

Citizen service transformation is done with citizens, not to them.

Engage citizens directly in a service‘s design and delivery.

Give citizens the technology tools that enable them to create public value themselves.

Give citizens ownership and control of their personal data. And make all non-personal

government data freely open for reuse and innovation by citizens and third parties.

Grow the market.

Ensure that your service transformation plans are integrated with an effective digital inclusion

strategy to build access to and demand for e-services across society.

Recognize that other market players (in the private, voluntary, and community sectors) will have a

significant influence on citizen attitudes and behavior. To this end, build partnerships that enable

the market to deliver your objectives.

Manage and measure the nine critical success factors.

3 Source: ―Citizen Service Transformation: A manifesto for change in the delivery of public services,‖ CS Transform, 2010

PEOPLE AND PROCESS

Transforming Key Service Delivery Processes

Delivering these principles in practice is not a trivial task. It involves reinventing each stage of the

service delivery process: business management, customer management, channel management, and

technology management. And it means doing so in a way that reflects an understanding and meets

the needs of the four key stakeholder groups engaged in government service delivery, such as those

listed here.

Citizens:

Act as primary recipients of local government services.

Participate in the selection of elected officials.

May have multiple roles within the government context (for example, business owners, local

government officers, customers, parking offenders, and applicants for permits).

Participate in politically important communities that have specific interests.

Business owners:

Generate valuable economic activity.

May pay local business taxes.

May contribute to the political process.

Participate in public-private partnerships.

Elected officials:

Are elected by the citizens of a local government constituency.

Act as figureheads of the municipality or region.

Are held responsible for the political environment.

Are the local government leaders doing their jobs responsibly?

Government employees:

Carry out the business of the government.

May interact directly with citizens and businesses.

May have roles that cross government agencies.

Are accountable to elected officials.

Figure 1 in the introductory chapter showed five key phases of governance maturity as governments

make the shift to a people-centric Government 2.0. They are fragmented governance, interoperable

governance, integrated governance, citizen-focused governance, and citizen-enabled governance.

Figure 9 below provides more detail about how this maturity model applies to the transformation of

each of the four key service delivery processes.

PEOPLE AND PROCESS

Figure 9. People-centric Governance Maturity Framework4

T No government-

wide service delivery

strategy. Services

are managed

independently by

separate agencies.

No sharing of

channels or

infrastructure.

Government-wide

service delivery

strategy established.

But mechanisms to

ensure compliance

are weak, and

performance by

agencies is variable.

Service strategy is now

underpinned by

coordination systems to

enable inter-agency

collaboration, with

common benchmarking

and measurement.

But governance and

funding levers are still

agency-based.

Governance and

funding systems

have been transformed

to focus around the

needs of the customer,

not the structure of

the government.

Governance and

funding systems are

now in place to give

citizens direct influence

over overall strategy.

Real-time feedback

loops are in place to

drive service

improvement.

T No integrated view

of the customer,

either across

agencies or across

the channels of an

individual agency.

Personal data

is managed in

agency silos, with

authentication for

e-services done

separately for each

service.

Still no integrated

view of the customer.

But common

standards defined

about how to

segment the

customer base and

measure customer

satisfaction, and some

standardization of

key data sets across

agencies.

Government-wide

customer measurement

system is in place.

Citizens can access a

single place to register

and enroll for multiple

services. Cross-trust

arrangements between

agencies allow users

automatic access to

other services that

require similar levels of

authentication.

Government has a single

view of the customer; it

is able to learn about

citizens and cross-sell

services to them. Real-

time customer

intelligence. Citizens

manage their own data,

are able to see who in

government is using it,

and then they can

choose to manage all of

their engagements with

the government through

a single account.

Citizens are able to

create services through

government channels,

uploading their own

data and networking

with others. User

feedback and customer

satisfaction ratings are

visible to citizens,

informing service

choice in real time.

T Little choice of

channels for citizens.

Each agency

manages its own

channels, leading to

cost duplication and

customer confusion.

Some thin channel

integration is in place

(for example,

government portals),

but it is only

signposting. Some

cross-channel service

integration starts, but

at an agency level

only. There is still

significant channel

duplication.

Several channels are

provided on a

government-wide basis;

they start to converge

around a common web-

based infrastructure.

Directed choice

strategies are in place to

encourage a shift to

lower-cost channels, but

services are still driven

on an agency basis.

Integrated, cross-

government, multi-

channel one-stop

system. Services are

designed around citizen

needs, not the structure

of government.

Legacy channels close,

unlocking efficiency

savings. Strategies are in

place to ensure access

to and use of digital

channels by all citizens.

In addition to the one-

stop system,

government services

are widely available

through private and

voluntary sector

channels. And

government channels

are open for citizen-to-

citizen and community-

created services.

T Little significant

e-government

infrastructure, and

what exists is

managed on an

agency-by-agency

basis, with no

common framework.

Some robust and

secure e-government

infrastructure,

delivering back-office

automation, content,

and services to

citizens. Managed at

the agency level, with

some coordination of

standards.

Significant e-government

IT infrastructure, with

advanced features, such

as transactional services,

critical e-government

applications (for example

payment/authentication/

forms engines) for a

substantial number of

government services.

A full e-government

interoperability

framework is in place.

Government-wide

enterprise architecture,

with some shared

services. Some joining

up (central/regional/

local) and connection

to private and third

sectors. Federated

management for a

significant number of

services. Government-

wide knowledge

capture/management.

Government-wide,

service-oriented

architecture. Optimized

technology, with

shared services/cloud,

collaboration/Web 2.0.

Fully coordinated

(central/regional/local)

and connected to

private and third-party

sectors, as well as

single sign-on with

knowledge capture/

management.

4 Source: ―e-Government success: A global benchmark and segmentation,‖ CS Transform, 2010

Fragmented Interoperable Integrated Citizen-focused Citizen-enabled

PEOPLE AND PROCESS

There are significant rewards for getting governance right: higher levels of user satisfaction with

government services, reduced cost of government service delivery, and increased impact against the

core business outcomes for government. Research by CS Transform suggests that refocusing the

governance of these four key service delivery processes in a people-centric, rather than

organizational-centric, way is the single most important factor driving e-government performance at a

national level—even more important than differences in wealth between countries.5

Making such a transformational journey is hard and takes time. It is a multi-year process, which no

government organization has yet completed in full.

There is no one-size-fits-all plan that governments can use to manage this transformational journey—

the strategy needs to be tailored to each government‘s unique circumstances. But all governments

face the same strategic trade-offs:

Ensuring a clear line-of-sight between all aspects of program activity and the end outcomes the

government wants to achieve.

Balancing quick-wins with the key steps needed to drive longer term transformation.

Figure 10 below illustrates the CGF three-wave approach for managing these trade-offs, including:

1. Safe Delivery: At the start of CGF implementation, the major strategic focus is on safe delivery.

High-benefit actions that help to accelerate belief and confidence across the government and the

wider stakeholder community are prioritized—demonstrating that ICT-enabled change is possible,

beneficial, and can be delivered with very low levels of risk.

2. Increasing take-up: As the program develops, and an increasing number of services become

available, the strategic focus moves to building demand for online services and creating a critical

mass of users.

3. Transformation: As a critical mass is reached, the strategic focus moves to transformation—

driving out the more significant transformational benefits that high levels of service take-up

enables (including reducing the cost of government service delivery).

Figure 10. Strategic trade-off model for major CGF transformation programs6

5 Source: ―e-Government success: A global benchmark and segmentation,‖ CS Transform, 2010. This research uses a regression

model to analyze the significance of a range of factors that may impact a country‘s e-government performance as measured by

the biannual United Nations e-government benchmarking study—factors such as GDP, GDP per head, level of ICT development

in the country, degree of complexity in the government‘s organizational and political structures, and also the maturity of

governance processes when assessed against the model shown in Figure 7. Overall, the model has an extremely strong

significance level of r2 = 0.84 (i.e., the model explains 84 percent of variation in e-government performance between countries),

with governance maturity being by far the most important factor.

6 Source: ―Citizen Service Transformation: A manifesto for change in the delivery of public services,‖ CS Transform, 2010

PEOPLE AND PROCESS

Figure 10 shows that each strategic focus is not mutually exclusive, but overlaps with the others.

Critically, in the safe delivery phase, steps are needed to pave the way for longer-term

transformation—particularly to establish the business case for transformation, and to embed the CGF

strategy in effective governance processes. The diagram shows how the strategic weight between

each wave should shift over time.

The illustrative CGF Transformation Roadmap in Figure 11 highlights how a government might roll out

a transformation program to successfully address the four key service delivery processes, using this

phased approach.

Figure 11. Illustrative milestones in a CGF Transformation Roadmap

PEOPLE AND PROCESS

Strategic Success Factors

The final element of the people and process change model is the checklist of strategic success factors.

Government transformation programs and projects face significant risks to successful delivery.

Typically, the risks are not related to technology, which is largely mature and proven (and now

through CGF, it is packaged together in a modular manner, enabling implementation on a phased

basis). Rather, the main risks relate to the business and cultural changes needed inside government.

Research by CS Transform has drawn together global lessons learned on why some government IT

programs succeed while others fail. This research has identified a set of strategic success factors for

IT-enabled change in government, as summarized in Figure 12.

Figure 12. Strategic success factors for CGF implementation

Strategic

clarity

Clear vision: All program stakeholders have a common and comprehensive view of what

the program wants to achieve. In particular, do not spend money on technology before

identifying the key organizational and business changes needed to deliver the vision.

Strong business case: Know what outcomes are desired, establish a current

baseline, and know how to measure success.

Focus on results: Although there is an established vision and a set of principles, do

not over-plan. Instead, focus a strategy on taking concrete, practical steps in the

short-to-medium term, rather than continually describing the long-term vision.

Leadership Sustained support: Political leaders and top management are committed to the

program for the long term.

Leadership skills: Program leaders have the skills needed to drive IT-enabled

business transformation and access to external support.

Collaborative governance: Leaders across all parts of multiple organizations are

involved in the program, are motivated for it to succeed, and are engaged in clear

and collaborative governance mechanisms to manage any risks and issues.

User focus A holistic view of the customer: Understand who the customers for our services

are. This is not simply for individual services, but across the government as a whole.

Recognize that customers, both internal and external, are different. And

understand their needs on a segmented basis.

Citizen-centric delivery: Citizens can access all services through a one-stop

service that is available over multiple channels. Use web services to connect these

services and to reduce infrastructure duplication, and actively encourage customers

into lower-cost channels.

Citizen empowerment: Engage citizens directly in service design and delivery, and

provide them with technology tools that enable them to create public value themselves.

Stakeholder

engagement

Stakeholder communication: All stakeholders—users, suppliers, delivery partners

elsewhere in the public, private and volunteer sectors, politicians, and the media—

have a clear understanding of the program and how they can engage with it.

Cross-sector partnership: Other market players (in private, volunteer, and

community sectors) often have much greater influence on citizen attitudes and

behavior than the government. Therefore, the strategy aims to build partnerships

that enable the market to deliver objectives.

PEOPLE AND PROCESS

Skills Skills mapping: The mix of business change, product and marketing management,

program management, and technology skills needed to deliver transformational

change does not already exist in the organization. Map out the skills needed and

establish a clear strategy for acquiring them.

Skills integration: Effective mechanisms are in place to maximize value from the

skills available in all parts of the delivery team, bringing together internal and

external skills into an integrated team.

Supplier

partnership

Smart supplier selection: Select suppliers based on long-term value rather than

on price, and, in particular, based on the degree of confidence the chosen suppliers

will secure delivery of the expected business benefits.

Supplier integration: Manage the relationship with strategic suppliers at a top-

management level and ensure effective client/supplier integration into an effective

program delivery team with shared management information systems.

Future-

proofing

Interoperability: Use interoperable, open standards that are well supported in the

marketplace.

Web-centric delivery: Use a service-oriented architecture to support all customer

interactions, from face-to-face interactions by frontline staff to online, self-service

interactions.

Agility: Deploy technology using common, reusable building blocks to react

quickly to changing customer needs and demands.

Shared services: Manage key building blocks as government-wide resources, specifically

common data sets (for example, name and address); common citizen applications (for

example, authentication, payments, and notifications); and core IT infrastructure.

Do-ability Phased implementation: Avoid a cataclysmic approach to implementation, reliant

on significant levels of simultaneous technological and organizational change.

Instead, develop a phased delivery roadmap that:

Works with citizens and businesses to identify a set of services that can help

bring quick user value to begin to build a user base.

Prioritizes those services that can be delivered quickly, at low cost, and with

low risk using standard (rather than custom) solutions.

Works first with early adopters within the government organization to create

ideal models and internal champions for change.

Integrates knowledge from experiences, and then drives forward longer-term

transformations.

Continuous improvement: Do not expect to get everything right the first time,

but you should have systems that enable organizations to move quickly and to

learn from their experiences.

Benefit

realization

Benefit mapping: Help ensure a clear line of sight between every investment and

activity and the organization‘s end goals.

Benefit tracking: Establish clear baselines, set measurable success criteria, and

track progress against planned delivery trajectories for each benefit.

Benefit delivery: Establish proactive governance arrangements to drive out the

downstream benefits after the initial implementation project is complete.

PEOPLE AND PROCESS

Successfully Plan and Deliver People and Process Transformation

Delivery of the people and process changes described in this chapter must—by definition—be led by

the government itself. But Microsoft and its worldwide network of skilled partners can help

governments by providing expert support.

Looking to the future, Microsoft is committed to making the people and process best practices

described in this chapter as widely available as possible. Through 2010 and 2011, Microsoft and

CS Transform are:

Working together in OASIS, alongside government and industry partners, to help develop and

publish a new global open standard on government transformation, based on the people and

process best practices embedded within the CGF.

Co-investing to develop the Transformation Toolkit, which is a set of software tools, based on core

Microsoft®

Office 2010 products that will help our government clients and our global partner

community to develop and manage world-class CGF transformation roadmaps to help encourage

effective people and process change.

Figure 13. Illustrative screen from the Transformation Toolkit

Further information about the rich set of resources available to help plan and deliver the transformations

required for successful CGF implementation can be found at

http://www.microsoft.com/industry/publicsector/government/CGF.

You can also find

More detailed white papers by CS Transform, providing further analysis and explanation of key

elements of the People and Process change agenda (also available at www.cstransform.com).

―The CGF Engagement Framework: A delivery approach for the Microsoft Connected Government

Framework,‖ which gives details about how Microsoft and its partners can help governments plan

and implement a transformational CGF program.

BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE

Building Blocks: Application Capabilities and Infrastructure

Government organizations require application capabilities across many functional areas to reduce

complexity and achieve cost savings. By implementing solutions with these capabilities, governments

can break down organizational silos with one system that offers a single view of each customer.

Strategic Microsoft products and a wide variety of specialized applications developed by Microsoft

partners and based on these products can broaden local government choice. And can speed return on

investment by leveraging a consistent, familiar user interface and by more easily integrating these

applications with existing systems and adding them with a modular approach over time.

This section explores the capabilities governments need to support process improvements and to

address key challenges. Third-party, Microsoft-commissioned research identified the capabilities

needed and the level of priority assigned to these capabilities by CIOs in government organizations.

The following table lists these high priorities.

Microsoft groups these capabilities into Solution Areas which are aggregations around three core

themes to Government mentioned in the introduction and chapter one.

Solution Areas

Service Delivery and Engagement – the delivery of transactional and information services to

citizens and businesses as well as social media based interaction.

Government Workplace Modernization – the provision of modern and up to date tools to

integrate and connect government workers with their applications and toolsets.

Transparency and Accountability – the provision of both internal and external performance

information through tools such as Open Data, Business Intelligence

Application

Capability

Core Functionality Solution Area Impact

Citizen

Interaction

Citizens‘ interaction through forms, Web

portals, and phones, with data capture

and management of service experience.

Service Delivery & Engagement

Management

Case processing through back-office

procedures, expedition, and fulfillment.

Government Workplace

Modernization

Worker

Productivity

Software and services that enable a

government staff to work together more

effectively and to increase business

productivity.

Modernization

Records

Management

Storage and routing of documents

through workflows, and management and

retrieval of documents and their

attributes.

Modernization

Performance

Management

Provision of digital dashboards and

balanced scorecards to support

performance monitoring and

management.

Mapping Services

or GIS

Location-based information overlaid on

map images, supporting multiple

application areas.

Application

Capability

Core Functionality Solution Area Impact

Identity

Management

Citizen and employee identity for

authentication, security, and audit;

fundamental capability to support all

others.

Government 2.0 /

Social Media

Provision of and integration with social

networks to improve collaboration and

consultation.

Enterprise Service

Simplified but robust communication

between disparate business applications.

Modernization

In the sections that follow, there is a more detailed view of application capabilities based on these

priorities.

Citizen Interaction

In an age of cloud computing, social media, increased customer expectations, and new demands for

higher levels of transparency, government agencies must change how they deliver citizen services

while keeping costs in check.

Agencies can address these needs through Microsoft technologies that deliver:

Personalized, up-to-date information services:

Deliver information to citizens through the Web, using accessible portals with the capabilities to

deliver personalized information, while leveraging efficient, easy-to-use content management tools.

Seamless citizen service:

Enable the delivery of services through many different channels, including SMS, web, phone, and

social media, with the direct integration of back-office applications to enable end-to-end

completion of processes through a single citizen experience.

Consultation and participation:

Using Web 2.0 tools, enable citizens to express their views, politicians to canvas opinions, and

government agencies to conduct surveys—all to increase the level of overall participation and

involvement in policy and issues that affect them directly.

Open data, open government:

Make use of the emerging standards (such as ODGI) in government information publishing to

deliver greater insight into government activity, improving transparency and citizen engagement.

Enable governments to capitalize on the value of data and make it more widely used, allowing

citizen and external agencies to provide innovative applications that build value.

On-Premise Products Cloud Services

Microsoft SharePoint 2010

Microsoft Dynamics CRM

Microsoft SharePoint Online

Microsoft Dynamics CRM Online

Windows Azure

Windows Live®

Services

Citizen Interaction Capabilities

The Microsoft strategy is to deliver these capabilities built around core Microsoft technologies in both its

on-premise platform and its cloud-based services, delivering a choice of deployment options according

to need. Figure 14 shows how personal citizen information can be seamlessly combined with cloud-

sourced data and services to enable a richer citizen experience—including service delivery, participation,

use of open data, and social networking—to improve citizen and government relationships.

Figure 14. An example of personal citizen data using cloud-sourced data

The diagram above shows how SharePoint Server holds and provisions sensitive information but

combines with cloud based source to enable rich mashups and contextual analysis of a particular

service or government report for example. The cloud acts as an entry point to the external world and

integrates with SharePoint sourced data on premise.

Case Management Usage

Give government workers a complete picture, with consolidated information about citizen interactions

and easy-to-use tools to help manage cases, contacts, and correspondence.

Citizens today expect personalized online services. To meet these expectations, many government

organizations are improving access to their services through intuitive web portals and intelligent

contact center and issue-management solutions. These solutions employ an intuitive, easy-to-use

interface to help streamline important tasks, such as grant writing, field inspections, and call center

management.

Any electronic communication with citizens (or even internal communications within or across

government agencies) can be easily organized, stored, and tracked. With a comprehensive trail,

services outreach awareness can be improved, specific needs of groups within the community can be

met, costs can be lowered, and citizen satisfaction can be increased.

Figure 15. Web portal showing a single point of contact with the government

Using a web portal tightly integrated with Microsoft Dynamics can enable a single point of contact for

a variety of government services: from claims processing, complaint management, and incident

reporting to voter registration and benefits management.

All requests can be tracked through the system to completion, which can help reduce call-backs and

improve satisfaction by giving citizens the answers they need—the first time. Citizens can also have

the flexibility of filing applications and obtain services using their PCs, PDAs, or phones.

Figure 16. An example of a unified platform for employees to work on

Microsoft®

Outlook®

Microsoft®

Dynamics®

CRM Online

Microsoft®

SharePoint®

Online

Government Worker Productivity

More than ever, the pressures of current economics mean government agencies are being asked to do

more with less. Technology can play a significant role in enabling civil servants to continue existing

services and to add new ones, even during challenging economic times. By taking advantage of built-

in capabilities in Microsoft products, government workers can transform their business processes to

improve productivity levels.

Integrated Communications

Civil servants currently use many devices—landline phones, cellular phones, smartphones, PDAs,

desktops, laptops, and internet kiosks—to communicate and access information. Integrated

communications enable these workers to easily connect to each other and to the information they

need, virtually wherever they are. Civil servants can easily find answers to citizen questions by quickly

connecting with experts across the organization, even bringing several individuals into the

conversation to solve tough issues when needed.

Collaborative Workspaces

Productivity suffers when workers have to constantly change applications and devices to get a job done.

Effective collaborative technologies enable people to work purposefully toward a goal without unnecessary

disruption. When a building official is writing permit restrictions, he can easily co-edit documents with

experts outside his domain experience to quickly process citizen applications. Each person is notified when

new edits are available, eliminating the need to email documents around the organization.

Microsoft provides a single, holistic work environment to enable purposeful and focused action.

Staff can access line-of-business information from directly inside Microsoft Office documents. For

example, property owners and their associated information can be pre-populated automatically into

correspondence using information from permitting systems—without staff having to look it up manually.

Figure 17. Government workplace tools

Access to Information and People

With the complexity of government, oftentimes the answers to citizen requests require working with

individuals across several organizations. With the rise in volume of available information across

agencies and the increasing number of virtual teams, civil servants need a way to identify the right

information and to connect to the right people at the right time.

Microsoft portal and content management solutions offer fast, centralized access to knowledge

through a wide variety of content aggregation and content-surfacing capabilities. Workers can access

critical information sources and get the data they need, when they need it. Using out-of-the- box

capabilities, civil servants can identify their expertise, allowing others in the organization to quickly

connect with them and answer requests in a timely manner.

People-driven Processes

Citizens initiate requests through government portals, triggering an email notification to civil servants

that a new request has been initiated. When the email is opened within Microsoft Outlook, a

customized set of menu options appears (depending on the type of request), allowing civil service

staff to determine the most appropriate next steps for any given request. Often, organizations spend

time and money automating back-end business processes without thinking about how line-of-

business applications fit into employees‘ overall workflow. Employees need a unified platform to

document, analyze, model, and automate business processes.

Microsoft brings business process automation to the desktop by connecting workers to line-of-

business information through the familiar desktop applications they use every day. Integrating back-

end systems and databases with familiar productivity tools enables workers to create and submit

invoices, process orders, and respond to issues in an efficient, streamlined manner.

Figure 18. An example of using the Microsoft work-sharing platform

Microsoft Office 2010

Office Communications Server

Groove®

Server

Project Server

Microsoft Office Live Meeting

Microsoft Office Communications Online

Office Web Apps

Records Management

One of the core functions of government is to safeguard citizens‘ records. Historically, this meant

building warehouses and storing boxes and boxes of hardcopy files. As technology advanced, the

source of these documents evolved from hardcopy to digital. With a vision to replace, over time,

physical warehouses with Digital Record Centers, the Microsoft Records Management solution

automates records management policy throughout the document lifecycle. From creation and

collaboration to record declaration, policy-driven retention, and, finally, document disposal or

archiving, the solution can help you collaborate and share information securely across boundaries,

protect document integrity, and reduce legal risk. Built on Microsoft Office SharePoint Server, the

solution is easy to deploy, use, and maintain. Once it is in place, the solution facilitates:

Restricting document access to authorized users and auditing object activity to help you protect

final documents from tampering and alteration.

More efficiently searching and storing across records repositories and line-of-business systems.

Integrating records management seamlessly into existing business processes across the

organization, including portals, cross-agency collaboration, and business intelligence.

Reducing the complexity of regulatory compliance.

Lowering IT deployment and management costs by providing records management functionality

on a unified foundation, with common management tools.

Figure 19. Government Digital Records Center

Figure 20. Example of a Digital Records Center

Figure 21. An example of Records in Data Sets held within SharePoint Server

Windows®

Rights Management Services

Microsoft®

Office Web Apps

Performance Management

Governments have volumes of data housed in individual agencies and across the enterprise. The

Microsoft vision is to bring that data together to enable governments to use it to drive efficiencies,

engage citizens, and improve their economics.

Government organizations are finding that business intelligence delivers real business benefits,

including:

Increased performance:

Business intelligence can tie funding to outcomes and measure spending against performance

thresholds. Leadership can redirect funding to programs that are performing.

Improved measurement capabilities:

Business intelligence can enable agencies to define success metrics for programs, and then gather

the data to measure how they are progressing.

Tracking insights:

Agencies can track results in real time and identify major issues before they impact people.

Delivering transparency:

Business intelligence can help deliver on the new mantra of transparent government by providing

the visibility required to provide more efficient and effective programs.

Figure 22. Government performance management examples

Stimulus 360—Performance Management in Action

Microsoft®

Stimulus 360 is a solution accelerator for grant recipients to track funding, proposals, and

key metrics, such as job creation. Stimulus 360 Accelerator facilitates publishing data to citizens and is

easily customized to meet specific requirements.

The economy is the largest political issue in many countries, and elected leaders benefit from showing

strong actions and high accountability for economic initiatives. The political visibility of this solution is

quite high, and it can be implemented in weeks or even more quickly as a hosted solution, so benefits

are quickly achieved. Targeted agencies include both executive and financial leadership.

When the U.S. Government granted billions of dollars in economic stimulus funding in early 2009,

every U.S. state that received funds had about six months to create a solution for reporting on

stimulus-fund spending. The state of Arizona worked with InfoStrat, a Microsoft Gold Certified Partner,

to implement Microsoft Stimulus360, and the state had its reporting system up and running in just

three months—ahead of schedule. By using Stimulus360, Arizona has been able to automate the

submission, integration, and graphical presentation of thousands of financial transactions. It can also

accommodate federal and state policy changes as they arise. By displaying Stimulus360 reports on a

public website, Arizona is providing complete financial transparency. And the state can use

Stimulus360 for other reporting and grant-management needs, eliminating the need to invest in and

maintain other systems.

Figure 23. Stimulus360 Package

Microsoft®

SQL Server®

2008 R2

Microsoft®

PowerPivot for SharePoint®

Microsoft®

PowerPivot for Excel®

Windows Azure Platform

Microsoft®

Live Labs Pivot

Microsoft®

Silverlight®

GIS Services

GIS Services can help government organizations and agencies plan, predict, and respond quickly and

efficiently, as well as build constituent connections by presenting data in a rich, intuitive interface. Through

the Bing®

Maps location-based platform, these agencies can effectively analyze the overwhelming amount

of data that flows through their organizations daily, transforming data into intelligence.

GIS services can:

Engage constituents with aerial and hybrid views to provide property line details, zoning

information, and more.

Make locations more discoverable for users by presenting accurate maps featuring detailed

routing options.

Improve organizational insight:

Create disaster management solutions that allow federal, state, and local agencies to track

disease outbreaks, weather events, and other incidents.

Integrate multiple data sources to track and manage critical events, trends, and organizational

resources to improve response times.

Grow through innovation:

Manage data streams using GeoRSS feeds to view a range of data sources, including census

data or health information.

Tighten mobile asset and personnel management by implementing data visualization solutions

that integrate with RFID tracking or GPS technology.

Figure 24. Hybrid and aerial views

The Love Clean Streets solution, used by the London Borough of Lewisham, uses GIS from Bing Maps

on Azure to enable citizens and staff to report updates to street maintenance, typically helping

citizens to see and track graffiti removal through the public website.

Microsoft SQL Server 2008 R2

SQL Server®

2008 Spatial Tools for ESRI

Bing Maps Platform

Identity Management

While the availability of online services and connectivity continually improve, the adoption of secure,

interoperable identity fails to keep pace. But electronic identity may be viewed as the primary enabler

to moving high-value e-government services online to reduce costs of delivery, much like the financial

industry has cut transactional costs by moving customers online. Banks have demonstrated that client

authentication systems act as electronic banking enablers.

There are many causes for the delay in delivering e-government services, ranging from existing

identity silos, historical separation of enterprise, citizen, and consumer identity systems, and the lack

of citizen trust to the complexity and cost of identity infrastructure deployment. Meanwhile,

government policy makers demand electronic identity schemes with objectives that include:

Reduce cost of e-service delivery:

Reduce the costs of service delivery by moving high-value transactions online. Costs of handling

secure identities may also be reduced by eliminating unnecessary overhead and by sharing a

dedicated, government-approved identity provider infrastructure.

Improve security and trust:

Enhance trust and control access to sensitive information through jointly defined identity

assurance levels, by using dynamic, claims-based access that verifies the latest valid identity

attributes and by implementing open standards.

Increase user-centricity and uptake:

Consistent authentication experiences build trust. To drive higher adoption, users need to feel

confident and in control of their personal information during the identity verification process.

Simplify handling of identity:

Regardless of authentication methods—and across on-premise and cloud-based applications—

governments can simplify handling identity, while retaining architectural flexibilty and creating a

low barrier of entry for application developers.

To address these challenges, the Microsoft®

Identity Metasystem makes citizens, identity providers,

and service providers‘ functions relatively independent, interacting through open standards and

interfaces. The Identity Metasystem provides end-user control, and manages a context-dependent

level of personal information disclosure. Enabling predictable and consistent user experiences across

boundaries, the Identity Metasystem offers flexibility and openness toward future identity-

management concepts.

The first step toward the Identity Metasystem vision usually consists in federating identities in the

cross-boundary scenarios, for example, when multiple agencies collaborate on a set of documents,

applications, or use shared web services. Similarly, when citizens access various government web

services, the authorities may rely on one or more trusted, external identity providers.

The main benefits of identity federation:

Reducing cost of operation for pan-government identity assurance as identity provisioning and

management becomes a shared service. Separating the identity from applications improves reuse

of identity services.

Improving security and trust for all participants in the delivery and use of online services as the

shared identity and access services may work in jointly defined identity assurance levels, while

maintaining consistent user experience from service to service.

Simpler handling of identity in the web services, as they become relying parties, isolated from

the complexity and possible changes in authentication methods, speeding delivery for citizens and

government employees.

The basic schema of federated access can be described as a trusted relationship between three

parties: (a) the end user (i.e., a citizen or government employee), (b) the e-government service

provider, and (c) the identity provider. Let‘s review the following schema:

When the end user tries to access a web service, (1) the user is redirected to a trusted identity

provider, where he/she already has an account (or will be creating one). After authenticating

himself/herself at the appropriate assurance level, (2) he/she gets back her identification claims (or

attributes), (3) these are typically in a form of a cryptographically signed token. The end user then may

be given the opportunity to visually check the claims passed about him/her, and confirm sending

them (4) to the e-government service provider. As a result, he/she is granted or denied access to the

service at the appropriate level defined by the claims.

Figure 25. Basic schema of federated identity with claims-based access

In efforts to implement shared services and reduce costs, local governments typically use the

federated identity scheme shown above to access a web portal. Microsoft is responding to this trend

in the latest version of SharePoint 2010, which is claims-enabled, and it is ready to consume

Microsoft®

Active Directory®

Federation Services (AD FS) 2.0 access tokens, or third-party federated

identity tokens out-of-the-box.

Moving Toward Identity Management Maturity

When applying the Identity Metasystem principles to accessing e-government services, the limitations

of the traditional solution can quickly be distinguished.

The Traditional Identity Silo Approach

Role Challenge

Citizens Must provide and manage a different set of credentials for every e-government

service. As the number of e-government services increases, the process becomes

a burden for citizens, and it increases costs and fraud potential for authorities.

Civil Servants Have a different set of credentials for every application or service. This creates

a high volume of demand for the internal help desk, which needs to provision,

maintain, and de-provision a high volume of electronic identities and the access

for them.

Mobile

Workers

Are not able to use a single set of credentials as the identity silo architecture does

not allow secure access from outside the firewall—only as additional identities in

a separate access system.

External

Organizations

Are typically handled as individuals (citizens) through a separate set of identities,

created and maintained locally by the help desk.

Figure 26. Traditional identity silo approach, managing identities and access separately

Identity Metasystem Approach—Using Identity Federation

Role Benefit

Citizens Have a choice of using one or more external identity providers and manage only

one set of credentials for each identity provider. They benefit from consistent user

experience when moving from service to service, regardless of whether the service

is deployed on-premise or in the cloud.

Civil Servants Have one set of credentials to access all internal applications and external services.

They may have a self-managed capability to their credentials, which reduces

demand for the agency‘s help desk support. Civil servants can benefit from single

sign-on capability to variety of cloud applications and services.

Mobile

Workers

Use the same set of credentials for secure access from the Internet or mobile

phones. They also benefit from single sign-on capability to both internal and

cloud-based applications and services.

External

Organizations

Manage access by establishing trust between the two organizations and by using

an original set of credentials. There is no or little demand for local help desk

support. Original credentials can also be used for accessing cloud services, while

the access rights are managed centrally by the government agency administrator.

Alternative: E-Government service deployed on-premise

Figure 27. The desired identity architecture, applying principles of Identity Metasystem

Alternative: E-Government Service Deployed in the Cloud

Figure 28. The desired identity architecture, applying principles of Identity Metasystem

Other advantages of the Identity Metasystem approach:

Minimum disclosure of personal information: Federation and claims-based access make it

easier to pass only selected personal attributes (in the form of claims) to the relying party,

enabling end users to remain in control by explicitly signing off the claims.

Partial or anonymous identities: These build trust in an e-government by assuring citizens that

some applications will receive only limited claims about the citizens—for example, eligibility by

age (―Age > 18 years‖ claim), or completely disguising the citizen‘s identity—for example, by

submitting online feedback to the authorities or politicians under pseudonyms.

Various identity assurance levels: The system makes it easy to define an overall identity

assurance level to be matched for each particular e-government service. This feature makes it

easier for identity providers to consistently comply with and implement the needed authentication

methods, aligned to each identity assurance level.

Easier life for architects and software developers: Externalizing identity away from applications

and web services reduces its labor demand and associated costs. This approach also creates a

flexible architecture that accommodates changes in identity providers, as well as changes between

on-premise applications and cloud services in the future.

Microsoft E-Government Identity and Access Management Building Blocks

Microsoft delivers technology blocks to system integrators and application developers to build and

configure compliant identity and access management solutions for governments worldwide.

Microsoft Forefront Identity Manager and the Forefront Family of products create a platform for

secure identity provisioning that empowers people with self-help tools, delivers agility and efficiency

through process automation, and provides efficient user provisioning and de-provisioning.

The Microsoft Identity and Access Management Platform simplify access to applications and other

systems with an open claims-based model, and they facilitate seamless collaboration with automated

federation tools. This is being achieved with help of Windows®

Identity Foundation, Active Directory

Federation Services 2.0 supporting WS-* and SAML 2.0 standards, and Microsoft®

CardSpace.

In the Windows Azure cloud environment, Microsoft provides Windows Azure AppFabric Access

Control Service as the federated authorization management service, and Windows Live ID as the

leading identity service in the consumer space.

Microsoft®

Forefront®

Identity Manager

Microsoft®

Forefront®

Family of products

Windows Identity Foundation (WIF)

Active Directory Federation Services 2.0

Microsoft CardSpace

Windows Live ID

Windows Azure®

AppFabric Access Control Service

Gov 2.0

Web 2.0 and government strive to empower citizens, build community, connect people, and make

government more efficient, transparent, and accountable. Web 2.0 technologies have transformed the

Internet into connected communities that enable people to interact with one another in new and

distinct ways.

Our vision for Gov 2.0 is the open and transparent use of public information, improving the

engagement needed to support citizen-centric services and drive real transformation.

Here are the reasons why governments will use Gov 2.0 in the future:

Openness will provide information to people who have an interest in contributing to society or to

the mission of the organization.

Figure 29. Openness

OGDI is an open source starter kit written

using C# and the .NET Framework, which

uses the Windows Azure Platform to

expose data in Windows Azure Tables as a

read-only RESTful service using the Open

Data Protocol (OData) through an

ASP.NET-based Windows Azure Web role.

Engagement includes demographics of those who traditionally couldn‘t—or wouldn‘t—

participate.

Figure 30. Engagement

America Speaking Out is based on Microsoft

TownHall, a cloud-hosted solution in a low-cost,

low-friction fashion. TownHall, with its multitude

of existing and planned clients, allows

organizations to engage individuals on whatever

device they may be using at a given moment.

http://code.msdn.microsoft.com/TownHall

Citizen-Centric makes it easy to do business with government by allowing citizens to choose

how, when, where to interact.

Figure 31. Demonstrate easy interaction

with the government

Recovery.gov makes U.S. spending data

accessible through state-of-the-art search

capabilities and makes it understandable

through interactive technology based on

Microsoft SharePoint. Originally launched on

Drupal, the government chose Microsoft Office

SharePoint Server 2007 to answer the

shortcomings of the Drupal-based site.

Transformation is the ultimate goal for leveraging technology, openness, and community to

change government.

Figure 32. Example of Windows Azure Platform AppFabric

The City of Miami, even when limited by a tight

budget, looked for ways to improve the services it

offers citizens. The city wanted to develop an online

application to record, track, and report on

nonemergency incidents. The city developed its 311

application on the Windows Azure platform, taking

advantage of scalable storage, processing power, and

hosting provided by Microsoft.

Microsoft Web Platform

Windows Azure Platform

Microsoft Dynamics CRM Online

Microsoft®

TownHall

Open Government Data Initiative (OGDI)

Enterprise Service Bus

A typical government consists of a many heterogeneous systems that have been developed over time.

It is not uncommon to have dozens of technology islands, such as traditional legacy systems, multiple

instances of Enterprise Resource Planning (ERP) systems from different vendors, and countless

custom-built solutions. Governments also need the flexibility to run their applications and services on

a variety of platforms: on-premise, in the cloud, and everywhere in between.

Integration of Enterprise Applications

BizTalk Server is the cornerstone of the Microsoft enterprise integration offering, designed to

maximize the value of line-of-business systems by integrating and automating business processes. It

enables enterprises to gain strategic efficiency and agility while minimizing operational costs. BizTalk

Server provides a unified solution to address the business-to-business and RFID integration needs

critical to gain a leading edge over the competition. It provides highly productive development

environment based on familiar Visual Studio and .NET with scale-out, high availability, and reliable

messaging architecture designed for mission-critical deployments.

Integration of Cloud Applications

Windows Azure AppFabric helps developers connect applications and services in the cloud or on-

premise. This includes applications running on Windows Azure, Windows Server®

, and a number of

other platforms, including Java, Ruby, and PHP. AppFabric provides a service bus for connectivity

across network and organizational boundaries, and access control for federated authorization as a

service.

Windows Server AppFabric is a set of integrated technologies that make it easier to build, scale, and

manage web and composite applications that run on IIS.

Figure 33. Cloud service bus using the Windows Azure Platform

AppFabric or Biztalk

AppFabric can be used when an architecture calls for an application-level, code-first, object-based

approach. This is the same approach that is used by WF and WCF programming models, and it is the

one that can be hosted in AppFabric and the additional functionality that AppFabric provides.

AppFabric offers management and scalability features through IIS and WAS to provide the server

infrastructure without having to write the code. This approach varies from the XML Schema used in

BizTalk.

When an architecture calls for an enterprise-level, message-based approach, use BizTalk. In point-to-

point integrations, changes made to the provider system can have a profound impact on the

consuming application. BizTalk natively provides a hub-based integration model that eases this

burden and allows organizations to provide business services that are isolated from changes made to

the systems and processes on which these services are based. This is achieved through the use of

separate schemas and the associated ability to easily develop message transformation logic using the

BizTalk®

Mapper tool.

Microsoft®

BizTalk®

Server Windows Azure AppFabric

Windows Server AppFabric

Infrastructure The current economic downturn has had a significant impact on government. Local and regional

authorities have reduced their overall full-time equivalent employees and budgets, while tax revenues

have decreased. IT infrastructure priorities have been reshaped toward the new normal of investment

decision making, including:

Asset consolidation and management: Reduction of datacenter capital and operating costs.

Client computing efficiency: Deployment and single-view management across PCs, browsers,

and mobile devices.

Environmental sustainability: Meeting energy efficiency and carbon footprint reduction targets.

Information protection: From secure infrastructure to trusted stack of hardware, software, and data.

Ambient intelligence: Ubiquitous identity and access management that enable virtual

organizations.

Cloud computing model: Purchasing infrastructure, software, and development platform as a service.

Dynamic Infrastructure for Efficient and Sustainable Operations

Infrastructure efficiency solutions help governments improve IT operational efficiency together and

address carbon footprint and power consumption challenges. Microsoft Core Infrastructure

Optimization solutions include Microsoft cloud offerings, virtualization and systems management,

automated deployment, enterprise identity management, and comprehensive information protection

and access management.

Objective Strategy Products or cloud services

Low-energy green

datacenters

Server Virtualization Windows Server 2008 R2 with Hyper-V™

Datacenter optimization Centralized Systems Management Microsoft System Center Suite

Cloud capability Optimize the use of cloud

technology to reduce cost and

simplify management

Microsoft Live Services (for consumers)

Microsoft Online Services (for

organizations)

Microsoft Azure Services Platform

Desktop optimization Microsoft Optimized Desktop,

Virtual Desktop Infrastructure

Microsoft System Center Suite

Windows®

7 with Microsoft®

Desktop

Optimization Pack

Microsoft®

App-V, MED-V

Security for

e-governance

Protect everywhere, access

anywhere

Forefront Protection Suite

Forefront Unified Access Gateway

Threat Management Gateway

Smooth intra- and inter-

agency collaboration

Identity and Access Management Windows Server®

Active Directory

Forefront®

Identity Manager

Active Directory®

Federation Services 2.0

Microsoft Access Control Service

Government organizations can realize value, availability, and agility with Microsoft Virtualization

Solutions from the desktop and datacenter to the cloud. The physical and virtual assets can be

managed with one suite of tools, from physical to virtual environments, and from hardware to

applications. Public or private cloud offerings may be employed to meet operational and

environmental policy requirements.

Figure 34. The Windows Optimized Desktop solution integrates

with the server infrastructure and systems management

Figure 35. Microsoft Private Cloud Infrastructure Solution

CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES

Connected Government Framework – Reference Architectures

The evolution of Government service delivery necessitates a similar evolution of technology

architecture. This section introduces an architecture reference model for the Connected Government

Framework which describes the technical components necessary for implementing effective end-to-

end solutions. To compliment this technology model, an approach for assessing the incorporation of

on-premise and Cloud based technology is summarized. Finally, specific implementations of

components of the architecture will be described for reference.

Reference model for Connected Government Framework In Cloud based and Gov 2.0 applications, services are provided through a combination of capabilities

delivered through on-premise or Private Cloud solutions as well as Public Cloud solutions. The

following diagram depicts a general scenario where applications created as composites of Public and

Private Cloud services are used to address requirements of Citizens and Government workers.

Effectively architecting applications for this hybrid model is the new challenge for technology

providers.

Figure 36: Generalised Reference Architecture

CGF Reference model

CGF Reference Architecture One of the goals of the Citizen Services Platform is to provide a common architecture model for

describing the necessary capabilities for delivering effective solutions. The CGF technology model

helps to provide a common framework for:

1. Describing solutions independent of technology choices

2. Analysing specific requirements which would determine the best technology for a given

scenario

The following diagram represents the common capabilities necessary for building CGF solutions:

Figure 37: Capability Mapping

CGF reference architecture

Each of the capabilities in the diagram can be mapped to specific Microsoft technologies for a Private

Cloud/On-Premise, Public Cloud or hybrid environment. The following table provides example

mappings:

Capability Private Cloud or On-Premise Public Cloud

Delivery Channels Windows 7, Windows Phone 7, Internet

Explorer

Windows 7, Windows Phone 7, Internet

Explorer

Portal Services Sharepoint Azure/Office365

Application and

Processing

Services

Microsoft .Net Microsoft .Net

Collaboration Sharepoint/Exchange Sharepoint Online/Exchange Online

Productivity Office Office/Office Web Apps

Citizen Identity Windows LiveID/Forefront Identity

Manager/ADFS

Windows LiveID/Windows Azure

AppFabric Integration and

Messaging

BizTalk Windows Azure AppFabric

Data Services SQL Server SQL Azure

Citizen Data SQL Server SQL Azure

Government Data SQL Server SQL Azure

Citizen Relationship

Services

Dynamics CRM Dynamics CRM Online

Business Intelligence Sharepoint/SQL SQL Azure

Processing Services Microsoft .Net Windows Azure

Citizen Data SQL Server SQL Azure

Government Identity AD/ADFS/FIM ADFS

Infrastructure

Management

System Center System Center/Windows Intune

Presentation Services

Integration and Data ServicesCitizen Identity

Collaboration and Productivity Services

Integration Services

Messaging ServicesIdentity Management

Authentication &

Authorization

Delivery Channels

Call Center

Customer

Service

AgentEmail /IM

Self-Serve Channels(Citizens)

Web Portal

Mobile

Device

Email /IM

Self-Serve Channels(Business)

Web Portal

Mobile

Device

Email /IM

Self-Serve Channels(Government Employees)

Web Portal

Mobile

Device

Business Services

Processing ServicesCitizen Relationship

ServicesBusiness Intelligence

Services

Infrastructure Services

Portal Services Collaboration Services

Application Services

Application Services Productivity

Identity ManagementInfrastructure Management

Citizen Data

Government Data

A fully deployed Microsoft Private Cloud solution would look like this:

Figure 38: Private Cloud Implementation

Private Cloud Infrastructure

A fully deployed Microsoft Public Cloud solution would look like this:

Figure 39: Public Cloud Implementation

Public Cloud Infrastructure

Increasing capability available through Private and Public Cloud solutions will increase the options

available to organizations looking to maximize the value of their IT investments. As Governments

begin adopting Cloud solutions we are likely to see hybrid models where some capabilities are moved

to Public Cloud solutions and some capabilities are deployed in Private Clouds.

Delivery Channels

Business Services

Microsoft Cloud Services

Figure 40: Hybrid Implementation

Public/Private Cloud Hybrid Infrastructure

From the perspective of the end user or Service Consumer, the distinction between Public and Private

Cloud solutions will become less obvious over time as the features and functions achieve parity and

network connectivity becomes ―good enough‖ for most enterprise applications to be accessed

remotely. Technology such as Microsoft Direct Access paves the way for VPN-less connections with

Corporate computing resources, further removing the distinction between Public and Private services.

Architecting Solutions for the Cloud When assessing the use of Cloud technology in solutions, two main approaches can be considered:

1. Moving specific workloads to Cloud platforms – For common capabilities such as email, Cloud

solutions offer clear benefits in reduced operational cost and increased deployment flexibility

2. Identifying appropriate Cloud technology to implement part or all of a particular business

process – Cloud solutions may be more scalable, flexible or cost effective in providing specific

capabilities

Workloads

When considering the deployment of specific workloads to the Cloud a number of factors should be

assessed:

1. Cost of service delivery relative to Cloud providers

2. Relevant data protection regulation and policy

3. Impact of increased or decreased functionality on end users

For email, collaboration and CRM workloads, Cloud based solutions offer a very compelling TCO

model when comparing cost factors and overall reliability and availability of service. Microsoft Cloud

services provide a 99.9% uptime SLA which assures users of access to email and other services 24x7.

LOB applications can also be re-platformed to run as Cloud applications. The migration of a complete

application to a Platform as a Service solution can provide significant benefits in availability and reach

of applications while reducing the IT footprint required for operations.

For an organization which has moved Collaboration services to the Cloud, their environment may look

like this:

Integration and Data Services

Citizen Identity

Delivery Channels

Call Center

Customer

Service

AgentEmail /IM

Web Portal

Mobile

Device

Email /IM

Self-Serve Channels(Business)

Web Portal

Mobile

Device

Email /IM

Self-Serve Channels(Government Employees)

Web Portal

Mobile

Device

Business Services

Citizen Identity

Business Services

Public Cloud Serivces Virtualized Multi-tenant Datacenter (Private Cloud)

Figure 41: Cloud based Collaboration

Using Cloud collaboration services (Office365)

In this example, Collaboration and Productivity Services have moved to the Public Cloud and the On-

Premise applications and databases remain. Identity federation between the On-Premise Active

Directory and Cloud Services ensure a seamless experience for end users.

Business Processes

In a common Citizen Service application the following steps may take place:

Process step Description

Citizen Initiates

Transaction

Citizen logs into a Portal and accesses a specific service. The Citizen

initiates a transaction which may contain sensitive information and

incorporate multiple data sources.

Transaction is received

and routed

Once the transaction is received it may be routed to a Citizen

Relationship Management system and specific Government agencies

for further processing

Process Management The process may cover multiple agencies. Transaction coordination is

necessary to ensure completion and effective reporting to the Citizen

Documents issued For a permit or license application there may be specific documents

which need to be issued at specific stages of the process

Process completion and

notification

Once the process has completed the citizen needs to be notified and

all corresponding systems should be updated

The first step of this process may be described as follows:

Delivery Channels

Microsoft Cloud Services

Business Services

Virtualized Multi-tenant Datacenter

Identity Synchronization and Federation

Figure 42: Citizen facing process

Using the architecture capability model described earlier, this process would map into the following

components:

Figure 43: Architecture components for Citizen Service Process:

In a on premise solution this process would typically be implemented in a single tenant solution

composed of Sharepoint Portal and Dynamics CRM as well as the necessary supporting infrastructure:

Figure 44: Technology mapping for Citizen Service process on Premise

The above architecture provides a suitable model for deploying Citizen Service applications, however,

there are some scenarios which the model does not address:

1. Multi-tenant architectures for service providers – For Regional authorities or National

organizations which are seeking to host services for smaller organizations, i.e. municipalities,

Citizen Transaction Initiation

Citizen IdentityPortal ServicesCitizen and

Government Data

IntegrationBusiness Process

ManagementContact Center Email

Citizen Visits Portal

Citizen Authenticates

Citizen Completes

Electronic Form

Citizen and Government

Reference Data incorporated

into form

Transaction Submitted

Transaction Process

Inititated

Transaction Tracking Record

Created

Citizen Notified of Transaction

Messaging ServicesAuthentication

& Authorization

Delivery Channels

Call Center

Customer

Service

AgentEmail /IM

Web Portal

Business Services

Services

Portal Services Collaboration Services

Citizen Data

Government Data

Business Services

the architecture needs to support multi-tenancy to ensure appropriate security, reliability and

data protection is maintained

2. Effective use of Cloud services for deploying the most cost effective and agile capabilities

3. Simplified provisioning and scaling of solution components to deal with usage peaks and new

organization requirements

Incorporating Cloud services as described above for provides some new deployment options for

these capabilities as well as the ability to support new requirements and scenarios.

Private Cloud

The architecture above can be deployed within a Private Cloud environment. In this scenario all of

the components of the CGF application could be deployed on virtual servers or with multi-tenant

application configurations. As possible examples of this:

Figure 45: Capabilities deployed to Private Cloud

Alternatively, specific components may be deployed for multi-tenancy, allowing for optimization of

the Private Cloud infrastructure.

Public Cloud

This type of Citizen Service process is an excellent candidate to move to a Public Cloud solution. If the

process does not need to be integrated with on-premise applications, then a 100% Public Cloud

solution could be implemented.

46: Technology mapping for Public Cloud solution

A Public Cloud solution developed according to this model would be able to effectively address the

scenario outlined above with the added benefit of being completely managed by Microsoft thus

reducing the requirement on on-premise IT capability. As all of the components are ―pay for use‖ and

available through a simple provisioning process, the time to implement such a solution is dramatically

reduced relative to a fully on-premise solution.

Agency A Application

Business Services

VM nVM 2

Capabilities deployed to

Virtual Machines

VM nVM 2

Agency B Application

VM nVM 2

Private Cloud Infrastructure

Business Services

Hybrid – Public and Private Cloud

For organizations which want to take advantage of Public Cloud services but have constraints on data

sharing or integration points which need to be preserved on premise, a hybrid approach may be used.

For example, a Government entity may want to take advantage of hosting their front-end applications

on Windows Azure, their email on Exchange Online and their Contact Center application on CRM

Online and provide connectivity to on-premise databases and integrate with on-premise applications.

In this hybrid scenario the capabilities may be deployed as follows:

47: Architecture for Hybrid solution

In this architecture, Public Cloud services are used to address end user facing capabilities, i.e. Web

page presentation, email and Citizen Relationship services. Integration with on-premise data and

applications is facilitated through connections leveraging Windows Azure AppFabric and BizTalk

Server.

48: Integration of Public and Private Cloud components

Messaging ServicesAuthentication

& Authorization

Delivery Channels

Call Center

Customer

Service

AgentEmail /IM

Web Portal

Business Services

Services

Portal Services

Collaboration Services

Citizen Data

Government Data

Line of Business Systems

Public Cloud Services On-Premise Services

Messaging Services

Portal Services

Citizen Data

Government Data

Line of Business Systems

On-Premise ServicesPublic Cloud Services

1 Non-sensitive Government data may be stored in SQL Azure and incorporated into the Public Cloud application

2 Open Government Data Initiative (OGDI) based information may be exposed from on-premise applications and consumed in the Windows Azure portal

3 Windows Azure AppFabric Service Bus can be used to connect to an on-premise BizTalk Server to integrate processes and applications.

4 Windows Azure Connect can be used to create direct connections to on-premise applications

SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE

Service Delivery Agency Technical Architecture

This section introduces the alignment between the CGF reference architecture and the business

strategy and architecture of a typical Service Delivery organization. The outlines the generic approach

and moves on to examples of real world solutions.

A Service delivery agency business structure is shown below

Figure 49: Government Service Taxonomy

Depending on the exact structure of Government in a given country the Service Departments may

change where Local Government has more or less responsibility for ―last mile‖ service delivery to

citizens. In an idealized mapping of this structure to the reference architecture described previously

we would see the following:

Figure 50: Business and Technology alignment

The reference architecture can be used as a tool for Governments to assess their current application

portfolio and make decisions on Cloud technology aligned with strategic priorities.

To make this more specific we look at how an agency could take advantage of the platform in some

specific areas indicated by the service taxonomy above using a CGF prototype implementation

provided by Microsoft and available for customer download at www.microsoftpsdemos.com and also

which can be used for demonstration and prototyping purposes. It includes the following capabilities

as example scenarios for demonstration purposes or further prototyping.

Features of CGF 2.0 Prototype System

1. Multi Lingual Portal Implementation.

2. Citizen Portal with authenticated access to their home page.

3. Contact Centre capability for 311 scenario examples.

4. Citizen-created request and case processing by agency, with 10 sample transactions.

5. Citizen interaction through social media streams.

6. Cloud-based case management (StreetCare) with CRM onsite integration.

7. Conceptual Application Store

Figure 50a: CGF Prototype System Design

Citizen-created Request and Case Processing

The process has the steps listed below.

Process Step Technologies Used

1. Citizen logs into portal. SharePoint Server (web content)

Windows Live (authentication)

Dynamics CRM (citizen record and personal details)

2. Citizen enters case details. InfoPath®

Forms Server (validation)

Dynamics CRM (case capture)

3. Civil servant sees case on their

intranet.

SharePoint Server (case data)

Microsoft Business Productivity Online Standard Suite

(BPOS) for email.

4. Civil servant processes case

following workflow.

SharePoint Server (case document set)

Dynamics CRM (case detail)

5. Citizen receives notice of case

completion.

Dynamics CRM (trigger mail event to citizen)

BPOS for mail transfer

Citizen Portal and Logon

A citizen portal shows the various services groupings that might apply to the community. There is a

citizen logon box in the upper-right corner of the screen capture.

Figure 51: Example of a citizen portal and login

Identity Scenario

Business objective: Externalize identity and access control to general content

management/collaborative sites to increase flexibility of on-premise versus cloud services, reducing

the cost of higher assurance level access, and sharing identity provider services.

Figure 52:. Representation of remote login to services versus on-premise hosting,

highlighting access control management

Legend

SharePoint

On-Premise,

Online

Example of a content management and collaborative site that needs to have

flexible access control from either government agencies, citizens, or external

partners.

Government

Agency

Provides authentication services to its employees, using either a Kerberos ticket

through Active Directory or the SAML token through Active Directory Federation

Services (AD FS) 2.0.

Citizen Citizen or external partner, who may be authenticated for SharePoint access while

using any SAML 2.0–compliant Security Token Service and Windows Live ID.

1. On-premise (a1–a2): Windows Claims Mode Sign-in:

After employee authenticates himself/herself locally by

means of the Kerberos ticket (a1), the produced

Windows Identity object is passed to SharePoint

Server 2010 and converted to a claims identity object,

consumed natively for access control.

Windows Server Active Directory

Services

SharePoint Server 2010

2. On-premise or cloud (b1–b2): The end user can

federate with any SAML-compliant Security Token

Service (STS), for example, AD FS 2.0. After being

authenticated with the identity provider STS (b1), the

SAML token is passed to SharePoint Server 2010 (b2).

Windows Server Active Directory

Federation Services 2.0

(on-premise)

(online service)

3. Citizen access (c1–c2): After accessing the SharePoint

site, the citizen is redirected to the cloud ID service,

logs in (c1), and the SAML token is passed back to

SharePoint Server 2010 (c2).

Microsoft Live ID

Any other SAML 2.0–compliant

Security Token Service

(on-premise)

(online service)

Note: For SharePoint 2010 Online, SAML Passive is the sign-in choice.

Personalization

Having logged in using Windows Live as an authentication, the citizen can see his or her personal

page. The citizen data still comes from the government (private) datacenter. Although Windows Live is

used to authenticate the login, no personal data is held by the Live service. In this scenario, the data,

hosted by Dynamics CRM, is contained on-premise in the government datacenter.

Figure 53. Personalized home page

Citizen Interaction to the Portal

SharePoint Server uses eForms to render and create the case, which is then posted into Dynamics

CRM for case completion and processing in the back office.

Figure 54. Customized SharePoint page using eForms

Civil Servant Intranet—Home Page

The combination of Microsoft Business Productivity Online Suite Standard Edition is embedded in a

corporate intranet. The example demonstrates how cloud-based services mash up on the same screen

as on-premise data, resulting in a hybrid implementation.

Figure55. An example of Microsoft Business Productivity Online Standard Suite

embedded in a corporate intranet

Civil Servant Intranet—Workflow

Workflow for the case is shown and contained within SharePoint Server.

Figure 56. An example of a workflow diagram on SharePoint

Case Completed

As shown on the intranet page, the case has been completed.

Figure 57. Case completed

Citizen Integration with Social Media Streams

Figure below shows how a local government‘s public-facing portal integrates with commonly used

social media services, enabling the city to take advantage of social media engines—without

management or operational overhead associated with this kind of service. In this case, the

government manages a cycling community on Facebook that is integrated with the city‘s site and

remains under the control of the city administrator.

Figure 58. Example of integrating with social media streams

Political Campaigning Through Social Media

Using the Microsoft TownHall application, which runs from the Windows Azure Public Cloud

environment, the screenshot shows a crowdsourcing tool assimilating citizen feedback and opinion

about local issues.

Figure 59. An example of political campaigning through social media

Cloud Application Delivery

The Street Care application is provisioned from the public cloud because its data will be consumed by

the public. By moving from on-premise delivery to the cloud, services of this type could be offered by

open-market providers in addition to the government agency, increasing choice and flexibility for the

city to focus its own ICT resources on core strategic workloads.

Figure 60. Street Care cloud application delivery

The figure above shows how the application is provisioned from the cloud (Azure) and enables citizen

identification (through Windows Live or another mechanism) to report issues to the site and for the

same information to be sent to the government agency case management system.

Figure 61. Cloud application delivery

Legend

Application

Example of an e-government application that needs to have flexible access

control from both citizens and organizations.

Government

Agency

Provides authentication services to its employees internally, but also externally

through identity federation. It may act as an enterprise identity provider toward

web applications to achieve single sign-on and manage access levels set by the

enterprise administrator.

Citizen Citizen or external partner who may be authenticated for access to the

e-government service, while using a standards-based Security Token Service,

such as Windows Live ID or OpenID.

Windows Azure

AppFabric

Access Control

Service (ACS)

Microsoft-operated web service that is part of the Windows Azure cloud

infrastructure. It is a federated authorization management service that simplifies

user access authorizations and performs claims transformation to map identities

with the right access levels.

1. Cloud application request: A citizen is trying to access

an e-government application in the cloud.

Internet Explorer or other browser

.NET Framework, Java, Ruby, PHP,

and others

2. App request is passed to Access Control Service (ACS):

Application finds the user not logged-in and passes the

authorization request to ACS.

Windows Azure AppFabric Access

Control Service

3. ACS provides a choice of identity provider: According

to the setting for this particular e-government

application and the user domain, ACS presents the

choice of supported identity providers. For repeated

visits, ACS remembers the last visit and may offer that

identity provider as the first choice.

Control Service

4. User authenticates with the identity provider: By the

method and at the assurance level set in this case.

Windows Live ID, OpenID, or

other identity provider

5. IP/STS Token returned: Identity provider returns its

Identity Provider Security Token, and it is passed back

to the ACS.

Control Service

6. ACS transforms the claims to semantics understood by

the application, and maps them to the right access

level. This creates a new SAML token and returns it to

the e-government application.

Control Service

7. The e-government application grants the right access

level to the end user.

Windows Azure AppFabric

.NET Framework, Java, Ruby, PHP,

and others

Note: A similar federation sequence takes place for the government employee when ACS redirects the authentication request

back to the organization‘s home identity service (here, AD FS 2.0 Security Token Service [STS]). The federation service recognizes

the employee‘s identity as being logged-in at the home network, and it issues an STS token, enabling a single sign-on

experience for the employee; no further log-in process would be required.

Open Data

Rather than have the city publish reports of many different types, they can make only the data

available, and then allow users to access and analyze it with their own tools to significantly reduce

costs. In this case Silverlight is used to expose information gathered from the Street Care application

to show the types of incidents being reported over time.

Figure 62. BI Reporting Tool using Silverlight

Application Store

Here the Street Care application is provisioned from the cloud to another city that wants to use the

service. In the case highlighted, this could be an app store that hosts applications on a private

datacenter for exclusive use by government agencies, or on a public datacenter that provides

applications for public access. This is currently a conceptual prototype to show examples of how cloud

applications can be provisioned on demand. Application stores can be created at a public level or

within private cloud systems with more specific controls on the available applications.

Fig 63. Example Application Store User Interface

PARTNER SOLUTIONS

Partner Solutions

Microsoft partners are also developing applications that leverage the cloud, online services, and

federated identity as tools to create new application possibilities for citizen service delivery using the

Microsoft Connected Government Framework.

Environmental Data Sharing

An agency of the European Union, the European Environment Agency (EEA) provides independent and

reliable information on the environment for policy makers and the general public. The agency is

working toward raising environmental awareness across Europe by delivering easy-to-understand

information about a number of environmental topics—among them, water and air quality. It also

encourages citizens to contribute their own observations about the environment around them.

Working with Microsoft, it developed the Eye On Earth platform, based on the Windows Azure cloud

services operating system. Users can view water or air quality from the 32 member countries of the

EEA, using high-definition Bing®

Maps. The EEA has also launched the Environmental Atlas of Europe,

which features stories told by eyewitnesses about their first-hand experiences of climate change. Both

solutions can help broaden awareness of the impacts of environmental change and help people in

Europe make better-informed choices about their environment.

Eye On Earth is supported by cloud services operating system Windows Azure, which works seamlessly

with the existing infrastructure, and helps developers quickly deploy new features. The service-based

architecture and cloud operating system provide the same level of reliability as an enterprise

datacenter, but they offer greater agility, ensuring Eye On Earth can very quickly scale to meet rapid

growth in data and traffic.

For WaterWatch, the EEA experiences peak demand during the summer months as people plan their

holidays and seek information about the water quality at their destinations. Hundreds of thousands of

citizens access the application during its busiest periods, and demand is growing rapidly. AirWatch

users are also likely to be increasingly interested in ozone levels in summer when air circulation is

more stagnant due to the warmer weather, trapping toxins and pollutants. Cloud technology allows

the EEA to easily respond to large-scale peaks in demand.

Bing Maps for Enterprise provides high-resolution satellite images and aerial photography across

Europe and beyond. And it‘s easily customized, so the agency can incorporate its environmental data

into the mapping technology with ease.

PARTNER SOLUTIONS

Figure 64. Example of Eye On Earth filtered by location for Copenhagen, Denmark

Data is fed into Microsoft®

SQL Azure™—a cloud-based database service built on Microsoft SQL

Server data management software—every hour. The powerful database supports rapid retrieval of

information, making it possible for Eye On Earth to process and deliver data in real time. In addition,

the Microsoft Silverlight 3 browser plug-in delivers a seamless media experience, providing users with

highly interactive features and Deep Zoom functionality.

Determined to make the application as interoperable as possible, the EEA offers a Microsoft®

ASP.NET

version of the application allowing everyone to participate, independent of their device. This makes

the tools accessible to people with Windows computers using Internet Explorer®

and the Firefox

browser, Macintosh users with the Safari browser, and people with Linux machines.

A short message service (SMS) aggregator—called mBlox—was also incorporated into the system to

support access information on mobile devices. The aggregator provides citizens with immediate

feedback by way of a text message about factors, such as air and water quality, as well as being able

to query current environmental data readings for a desired location.

PARTNER SOLUTIONS

Figure 65. Eye On Earth architecture

Figure 66. Eye on Earth high-level architecture

Citizen’s Rucksack

St Basil‘s is the second largest homeless charity in the U.K., with a mission to put homeless youth back

into mainstream society. Local authorities are charged by the government to reduce homelessness in

their areas, and Virtual Rucksack can help to address these issues as part of a wider action plan.

PARTNER SOLUTIONS

Applying for benefits, local authority, and charity support or getting a job or a place to live all require

credentials, such as National Insurance numbers, National Health Service cards, passports, and a proof

of address. These tasks can all be managed in Virtual Rucksack. Homeless people in Birmingham use it

to store medical details, National Insurance details, a passport scan, address history, resume and job

history, key contacts, and passwords—safe in the knowledge that only they are authorized to put

things in, take things out, and look inside their individual rucksacks.

Figure 67. Virtual Rucksack

Developed

through a

joint partnership with Active Web Solutions, St Basil‘s, and Microsoft, Virtual Rucksack is an online

storage facility that keeps young homeless and vulnerable peoples‘ personal details safe and secure.

Unlike a phone or computer, it can never be stolen, lost, or broken, and it is always accessible,

wherever they travel.

Virtual Rucksack uses Windows Live ID for web authentication, Live Services (SkyDrive®

for storage,

email, contacts, photos, and calendar), and Bing Maps for geospatial presentation of information. The

user experience was built using the ASP.NET AJAX Control Toolkit, which is an open-source project

built on top of the Microsoft ASP.NET AJAX framework. The toolkit is a joint effort between Microsoft

and the ASP.NET AJAX community that provides a powerful infrastructure to write reusable,

customizable, and extensible ASP.NET AJAX extenders and controls, as well as a rich array of controls

that can be used out-of-the-box to create an interactive Web experience. Virtual Rucksack user data

security uses Live ID hashing and data encryption of sensitive data.

PARTNER SOLUTIONS

Figure 68. Virtual Rucksack architecture diagram

PARTNER SOLUTIONS

CrowdSourcing & Social Media

SocialRally is a cloud-based online application from Microsoft partner Synteractive, running on

Windows Azure, which helps enterprises to engage with their constituents in meaningful and valuable

ways. Constituents can include citizens, customers, members, employees, partners, and other relevant

communities. The application consists of various tools that managers can use to create and manage

branded online forums, where constituents can provide feedback, engage with the organization, share

their preferences, and even come to learn more about the organization. Enterprise managers have full

control over the constituent experience and are able to easily integrate with popular social media

networks, such as Facebook and Twitter, as well as the most popular smartphone operating systems,

including iPhone, Android, Windows®

Phone 7, and BlackBerry. SocialRally also provides managers

with the ability to analyze their interactions using simple dashboards and robust analytical tools that

they can use to better understand how constituents are receiving and reacting to their messaging.

Finally, SocialRally works with Microsoft SharePoint and Active Directory, which means that team

members can collaborate over key pieces of information through the enterprise intranet site.

Figure 69. SocialRally by Synteractive

SocialRally incorporates the Microsoft TownHall code base, which provides a rich set of end-user

crowdsourcing functionality. Every user is able to establish a unique identity within the forum that

consists of their user name, an avatar, and a zone. Users are encouraged to participate in the forum

because with every action, they can win additional badges and points. SocialRally‘s management

console makes it easy for managers to control these incentives either by changing the badges

themselves or by changing the points associated with the badges. Users who participate more in the

forum can build up thousands or even millions of points as they continue to come back to the site,

and the reputation they build is visible to the other members of the forum.

PARTNER SOLUTIONS

Figure 70. SocialRally Architecture

Haiti Integrated Information System

In Haiti, the Inter-American Development Bank, in partnership with Microsoft Corporation and

Microsoft Gold Certified Partner Infusion Development, are helping the Haitian government launch a

technology platform based on the Connected Government Framework 2.0 to provide secure

communications, host critical information systems, and recover key databases that were lost in the

January 12, 2010 earthquake. The platform uses a combination of cloud-based and desktop

technologies developed by Microsoft. Its open architecture will foster collaboration among

government agencies, avoiding a proliferation of isolated IT systems.

The shift from on-premise to cloud is more than just technical delivery packaging; it‘s about the ability

to change from a capital investment model to an operational expense model. For large central

governments, it offers the possibility to consolidate on a scale previously unheard of and to use the

dynamic capacity of the cloud to provide resources instantaneously to meet demand. For smaller

agencies, the cloud provides the potential to tap into services and pay only for what they consume.

PARTNER SOLUTIONS

Figure71. Integrated information system developed for Haiti by Infusion

PARTNER SOLUTIONS

Customer Contact Platform

In the London Borough of Harrow, local authorities are working to broaden citizen access to government

services, while delivering significant efficiency gains in the way they provide these services.

The London Borough of Harrow had a range of business requirements, including:

Reduce citizen service request handling time and increase accuracy by eliminating re-keying,

reducing repetition and preventing mistakes made by agents when handling citizen contact

through the telephony or walk-in channels.

Introduce process guidance and enforcement into contact center processes, promoting a first

contact resolution approach.

Drive consistency of citizen information between line-of-business applications that offer a single,

more accurate view of citizen data.

Enable delivery of citizen services through alternative channels, such as the council web portal

promoting citizens to self-service where appropriate.

Link front-office service tickets with back-office workflows to help ensure more reliable service

delivery, allowing managers to have more end-to-end visibility of performance.

Improvements are being driven by key government process transformation goals and in support of central

government initiatives, such as NI14 and Tell Us Once. As experts in applying ICT to transform the delivery

of citizen services, Microsoft Gold Certified Partner Asidua was engaged to identify

and build a solution for Access Harrow—

a program that focuses on transforming citizen contact by improving access to council services and by

adding greater levels of process automation across all channels—including telephony, walk-in, paper, and

web. Asidua successfully completed this assignment using components from their Customer Contact

Platform.

Figure 72. Customer Contact Platform by Asidua

PARTNER SOLUTIONS

Figure73. Customer Contact Platform Architecture

CONCLUSION—REALIZING BUSINESS VALUE

Conclusion—Realizing Business Value

The ultimate test of any innovation is whether it creates value for the end-user organization. And in

the context of government, this is no different. In fact, realizing business value and demonstrating

business value are key dimensions in government cost-justification requirements.

One area in which Microsoft has helped government agencies is the creation of the Business Value

Framework—an online tool that enables agencies to create customized return-on-investment

projections from data sourced from existing validated sources. In the U.K., local government agencies

are among the most performance-managed in the industry. Typically, these agencies must

demonstrate performance metrics in terms of cost-benefit savings, CO2 footprint reductions, and

specific business key performance indicators.

The U.K. version of the Business Value Framework tool has built-in models that project these metrics

based on the results already measured.

Figure 74. Business Value Framework model

The tool creates a set of two outputs:

A 30-page detailed report showing net present values, costs, and project benefits of the projects.

A matching PowerPoint®

presentation report showing the same information graphically.

The tool uses the benefits of the Infrastructure Optimization Model to calculate benefits.

Two routes are available with the tool:

1. A fast path mode that enables users to take default information for each field and only profile a

customer‘s organization and size.

2. A live data mode that allows users to adjust the metrics to suit their case more precisely.

The tool has been calibrated to work in multiple currencies and languages, and it has been designed

to calculate ROI values based upon costs for a wide number of countries.

Base Variables

Base customer

data is entered

into the BVF

(8 variables/

questions)

IO Maturity

Settings

Customer‘s

current

Infrastructure

(IO) maturity

is entered

Benefits

modelling

Potential

benefits are

modelled using

benchmark

data from

authorities

Investment

Average costs

are modelled

using historic

benchmark

data from the

Microsoft

IO toolkit

Financial

Analysis

Based on

customer input

and benchmark

data, a detailed

financial

analysis with

potential ROI is

presented

Business

Impact

• Results page:

Potential

costs/benefits,

CO2 and

indicator

impact shown

• Results

presentation

is generated

automatically

CONCLUSION—REALIZING BUSINESS VALUE

Figure 75. Input screen to capture data

Error! Reference source not found. shows the input screen that captures basic organizational size

nd PC inventory. Error! Reference source not found. shows a typical output screen that illustrates

the benefits of infrastructure upgrade based upon the default projections.

Figure76. Analysis of data & Outputs

This is a key asset in the Connected Government Framework toolkit. Together with architecture

guidance, product capabilities, and partner solutions, the toolkit provides the last piece of the solution

―puzzle,‖ allowing our customers and partners to share best practice business value models to support

their solution design methods.

NEXT STEPS

Next Steps

All customers want solutions specifically tailored to their unique needs, and Microsoft is committed to

responding to those individual requirements. However, experience around the globe has taught us there

are more similarities than differences in the challenges facing governments today. There are core

applications that benefit from an interoperable platform. Government customers know that to fully

integrate their organizations, they need to leverage their IT investments on an interoperable platform to

create an environment that supports change. Government services to citizens will continual to evolve,

making e-government not just a destination but an evolution of service delivery on the front end, with

integration accompanying the back office. CGF is the Microsoft approach to integrate these building

blocks through our set of highly skilled partners.

We are aware that decision making in government is not the function of an elite group, but of a

community of interests. Therefore, we have developed this white paper to show the breadth of

thinking required from external challenges through organizational change—with the applications

developed by Microsoft partners using an appropriate set of IT products and informed by a

quantifiable business case.

Microsoft will evolve CGF to incorporate new innovations; plans are already underway to update this

paper in 2011. Whether you are a customer, supplier, consultant, analyst, or citizen, we would like your

feedback to help further refine the next white paper. If you are supporting the cause of e-government

in some way, we would like to consider highlighting your activity in the 2011 CGF white paper.

To learn more, visit our community site at

http://www.microsoft.com/industry/publicsector/government/CGF/default.aspx

You can also speak with your local Microsoft representative. We hold briefing sessions for customers,

partners, consultants, and the analyst community at our regular events. In addition, we will roll out

CGF globally through the CGF Academy, a two-day event that we have already held in Australia, Brazil,

Dubai, Norway, Singapore, South Africa, the United Kingdom, and the United States, and we will be

holding it in Egypt, Turkey and Israel in the coming months. The Academy can also be tailored and

delivered specifically for government customers.

You can contact the Microsoft Worldwide Public Sector team through Global CGF Lead Gordon

McKenzie at gordonm@microsoft.com.

ACKNOWLEDGEMENTS

Acknowledgements

We are grateful for the support of the following partners and colleagues for their input to this paper:

Chris Parker, CS Transform

Evan Burfield, Synteractive

Kevin Lasitz & Alberto Gemin, Infusion Development

Jordi Plana, Spenta Consulting

Pedro Serrano, Cave Digital

Steve Davis, Asidiua

Scott Cole, Active Web Solutions Ltd

Steve Mutkoski, Microsoft Law & Corporate Affairs

Chris Bunio, Government Director Microsoft MEA

Alan Merrihew, Ben Wilson, Joe Dignan, Zdenek Jiricek, Microsoft Government Solutions team

Microsoft, Active Directory, Bing, BizTalk, Excel, Forefront, Groove, Hyper-V, InfoPath, Internet Explorer, Microsoft Dynamics, Outlook,

PowerPoint, SharePoint, Silverlight, SkyDrive, SQL Azure, SQL Server, Windows, Windows Azure, Windows Live, and Windows Server are

trademarks of the Microsoft group of companies.

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