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Strategic impact of iGovernment on Economy and

Society

Péter Erdősi

Public Sector Business Development Senior Manager

Oracle EE&CIS

Bucharest

November 3, 2010

The following is intended to outline our general product direction. It

is intended for information purposes only, and may not be

incorporated into any contract. It is not a commitment to deliver any

material, code, or functionality, and should not be relied upon in

making purchasing decision. The development, release, and timing

of any features or functionality described for Oracle’s products

remains at the sole discretion of Oracle.

Safe Harbor Statement

› i2010 today, a Digital Agenda for tomorrow

› Oracle iGovernment

› The impact on society: Oracle for better social services

› The impact on economy: Oracle for better fiscal management

› Case studies

Agenda

The EU i2010 eGovernment Action Plan

focused on five major objectives for 2010

› No citizen left behind

› Making efficiency and effectiveness a reality

› Implementing high-impact key services for citizens and

businesses

› Putting key enablers in place

› Strengthening participation and democratic decision-making

Europe, however, is still lagging behind its

industrial partners in ICT

Source - Eurostat

› Today there are four times as many music downloads in the US

as in the EU because of the lack of legal offers and fragmented

markets

› 30% of Europeans have still never used the internet

› Europe has only 1% penetration of fibre-based high-speed

networks whereas Japan is at 12% and South Korea is at 15%

› EU spending on ICT research and development stands at only

40% of US levels.

Some facts…

… and some figures

Source: Europe’s Digital Competitiveness Report, 2010

… and some figures

The Digital Agenda for Europe as part of the EU

2020 Strategy will address the key obstacles*

The 7 obstacles that seriously

undermine efforts to exploit ICT:

› Fragmented digital markets

› Lack of interoperability

› Rising cybercrime and risk of low trust

in networks

› Lack of investment in networks

› Insufficient research and innovation

efforts

› Lack of digital literacy and skills

› Missed opportunities in addressing

societal challenges

* Based on consultation with stakeholders and on the insights contained in both the Granada Declaration and the European Parliament Resolution

http://ec.europa.eu/digital-agenda

The virtuous cycle of the digital economy

Wish list for Pan-European services from

the demand side

New service need Busienss Citizens

Secure email channel for all formal communication 2 1

EU standard for digital signatures 1 3

EU electronic identity card 3 2

EU wide electronic platform for public procurement 4 NA

EU registry of available jobs and job seekers 5 4

EU index of health care providers 6 5

Services supporting portability of pensions etc NA 6

eVoting, ePolling and participation services NA 7

EU electronic patient record 7 8

Pan-European emergency services NA 9

Online registration of EU wide work permits NA 10

EU land and real estate registry 8 11





› Case studies

Agenda

The Oracle iGovernment framework

› New wave of computing

› A technology platform for

operations that lets you ….

› Modernise your IT

infrastructure,

› Increase efficiency and

transparency of your

business operations

› Improve your delivery of

services to the public

Oracle iGovernment Solution Footprint

Integrated, Innovative and Intelligent 21st Century Government

Administration & Enterprise Management

Financial Management Grants Management E-Discovery & E-Filing Program/Project Management

Public Works &

Resource ManagementUtility Billing &

Smart Metering

Intelligent Transportation

Systems

Building, Land & Resource

(Project) Management

Multi-Channel Collaborative Government

Underlying Infrastructure for Shared Services & Single-View to and from Government

Service Oriented & Event

Driven Architecture

Highly Available & Scalable

App & Info ServicesIdentity Management &

Security Services

Overlay Infrastructure for Shared Services & Single-View to and from Government

Analytics &

Business Intelligence

Business Process

Management

Master Data

Management

Mobility &

Location Services

Records & Content

Management

Revenue Collections

& Financial Policies

Tax, Licenses & Customs:

Filing, Auditing, Compliance

Monetary Policy

& Market Regulation

Economic &

Industry Programs

Public Health Admin. &

Social ServicesIntegrated

Eligibility & Intake

Benefits Management &

Fraud Detection

Holistic Outcomes

Analysis & Reporting

Criminal Justice &

Public Safety

Investigative Case, Records

& Evidence Management

Court & Prison

Management

Law Enforcement

Workforce Management

Emergency Management

Unified User

Interface

Data Integration

Services

Call Centers &

311 Services

Community

Outreach Programs

eGov Portals

(G2G, G2B, G2C)

Citizen-centric

Store-Fronts

SCM & Procurement

IT Services

(help desk, etc.)

Human Resources &

Workforce Mgmt.

Facilities Management

& Field Service Auto.Performance Management

iLearning &

Classroom Training

Regulatory & Policy Enforcement

Modernise the IT Infrastructure

› Move to Thin Client and Low-

Cost Servers

› Comply with Open Standards

› Transition to Cloud Computing

and Software-As-A-Service

› Migrate to a Service Oriented

Architecture

› Ensure Security and Role-

Based Access

Oracle iGovernment

Considerations on legacy modernization

› The risks from inflexibility and expensive ageing IT systems will

increase with dwindling legacy skills & loss of individuals

› Older systems prevent effective sharing & harmonisation across

international borders as well as between domestic agencies

› IT modernisation can be managed to avoid any risk of disruption or

interruption of services

› IT modernisation can unlock cost savings & effectiveness by

addressing legacy applications or even tackle energy use with

greener data centres

› Planning for IT modernisation starts with defining the end goal,

drivers & impacts of change

Oracle’s Architectural Vision

› Open and standards-based

› Innovation delivered faster

› Better performance, reliability,

security

› Shorter deployment times

› Easier to manage and upgrade

› Lower cost of ownership

› Reduced change management risk

› One-stop support

Customer Benefits

Oracle Exalogic Elastic Cloud

› Fastest Java performance

› Engineered system for lowest cost

› Elastic capacity on demand

› Best for application consolidation

Pre-Integrated System For Running Oracle Middleware

Increase Efficiency and Transparency

› Deliver Shared Services

› Streamline Business Processes

› Planning and Budgeting

› Analysis of Performance

› Tax and Revenue

› Financial Management

› Human Resources

Management

› Procurement

› Project and Grant Management

› Assure Governance, Risk and

Compliance Controls

Oracle iGovernment

Shared Services in Government

› ERP systems must become open, extensible, COTS platforms, capable of On Demand SaaS Delivery

› EPM must be used as a operational excellence tool to tune business process and operations

› GRC provides the managerial oversight tool to ensure compliance with policies and regulations

Governance, Risk

and Compliance

ERP Enterprise

Performance

Management

?

How can we reduce cost for core/back office systems while improving service levels?

How do we predict, measure, monitor and report on our performance so we can serve our constituents better?

How can we effectively manage risk and provide greater transparency ?

Transform Government Service Delivery

› Service-as-Software

› Provide a Common Service Delivery Platform

› Citizen-Centric CRM

› Case Management

› Portals and Content

› Automated Workflow and

Assignment

› Spatial Analysis

› Mobile Computing

› Rules Engine

› Manage Master Data

› Enable Self-Service

› Embed Business Intelligence and Analytics

Oracle iGovernment

A quick reality check about service…

I can’t believe we

used the wrong

revision

Do you know how much

time this will add to the

approval process?

How am I going to

share this with

external parties?

Do we really need to

print this much

paper?

Why can’t they all submit

the same file types??

Is this really the most efficient

way to review applications?

Digital ePermit Solutions with Integrated

AutoVue Visualization

Accelerate Permit Application and Approval Process

Maximize Existing and Evolving IT Investments

Deliver More Cost Effective Citizen Services





› Case studies

Agenda

› Social services is a critical focus for Oracle› Customers moving from custom software to Commercial off the Shelf (COTS)

packaged applications

› More than 1,100 agencies world-wide, with many expected to modernize their systems within the next two to five years

› With Policy Automation, Oracle could be a leader in social services › Oracle’s ERP and Siebel CRM applications are the leading front and back office

solutions for public sector

› Oracle’s Determinations Engine is unique in its capabilities for Social Services

› Policy Automation is the core determinations engine of Oracle’s social services solution

Oracle in Social Services

Oracle’s Siebel CRM

Multi Channel

Case Management

OPA’sEligibility

Policies, Laws

Circumstances etc

Oracle’s ERP

Payments

AR/AP

Citizens

Case Management for Social Sub Segments

Provider and Payment Management

Eligibility Assessment

Benefits Case Management

Employee Training & Management

Fraud Detection Provider and Payment Management

Claims and Payment Management

Appeals Management

Manage Inbound Calls, Emails & Interactions

Employer Taxation Management

Social Services (Child Services, Housing, Income Support)

Unemployment Insurance

Public Pensions

Case Management

Benefits Management

Manage Outreach Campaigns

Initiate/Resolve Service Request


Health Care Services

Customer Service Management

Benefits Management

Eligibility Management


Enrollment Management

Asset Tracking & Management

Employee Training & Management

Benefits Case Management

Analyze Service Delivery & Trends




Case Management Delivery Architecture

Business Rules

CitizensTrusted 3rd

parties

Government

EmployeesBusinesses

Internet

Business Process Flow

Phone eMail SMS Texts Face to Face

Gather

Information

Forms

Field Work

Make

Decision

Assess Eligibility

Plan Tasks

Gain

Approval

Manager Review

Accept/Reject

Case

Closure

Issue Document

Prosecute

Policy ProceduresLegislation Service Rules Behaviour Models

Document Management Knowledge Base

Administration Systems HR TrainingFinance ProcurementAsset Management

Business Intelligence and Analysis Performance Management

Information Management Database Master Data Resilience & Availability Spatial Data Security

Scheduling Resources

Involved parties

Channels

Event

Occurs

Application

Incident

Database, Clustering, Spatial

Siebel eSupport - Contact Center Anywhere

Case Management - Siebel

Policy Automation/Rules Management – OPA (Haley)

Business Intelligence, Case Analytics Dashboards

Master Data Management – MDM

Mid

dle

ware

-O

racle

Serv

ice B

us, B

PE

L, B

AM

Policy Automation benefits

› Dramatically improves time-to-market for changes to policies and

rules

› Simplifies development and maintenance

› Ensures accuracy and consistency in complex decisions and

determinations

› Reduces the burden on IT resources

› Assesses the impact of changes in policy on customers and

citizens through “what if” scenarios

› Provides full audit-trail capability





› Case studies

Agenda

› Fiscal transparency

› Results-oriented budgeting and sound budget management

› Comprehesive and quality fiscal data

› Effective use of governments cash resources

› Flexibility to accommodate local requirments

› National accounting standards

› Country-specific business processes

› Simultaneous cash and accrual financial data processing

› Sound basis for implementing best international public sector

practices for reporting and fiscal analysis

› International Public Sector Accounting Standards (IPSAS)

› Government Finance Statistics (GFS) 2001

Government needs and objectives

Define Strategic

Goals

The strategic goals’

hierarchy defines the

ultimate performance

objectives the

Agency needs to

achieve at every

level of its

organization

Define Activites & Measures

For every program or

Agency’s service, a

complete lists of

activities and activity

measures need to be

defined that can be

mapped to the

strategic goals

Associate Resources

to Activities

Every FTE is

converted to work

hours and

associated to

activities

Associate Funds to Activities

Funds are charged

against specific

activities

Link Activities to

Output Measures

Through the link

between activities,

funds and resources,

the performance of

the agency or

program against

every goal can be

measured.

SP&PBB: Linking funds to results

Strategic Planning and Performance Budgeting

Strategic Planning Budget FormulationPerform.

Measuring

Macroeconomic

Forecasting

Budget Execution

Transactional Systems (Subledgers)

The Oracle Solution Footprint

Web Analysis

Analytics and Business Intelligence

Planning and BudgetingFinancial Reporting

PurchasingHRMC / Payroll

Projects

Fixed Assets Payables

Inventory

Receivables

Financial Management

Cash Management

General Ledger Subledger

Accounting Dr Cr

Accounting Engine

General Ledger

Accounting Sources

Accounts Mapping

Accounting Events

Journal Entries

Budget Classification Structure

Currencies, Accounting Periods

Ledger Structure

Budgets

Oracle EBS

Hyperion EPM

BI

Performance Scorecard

Performance Management - supports

Government in understanding 3 key questions

Performance Management &

Reporting

Strategic Performance Management

Financial Planning

Operational Planning

Collaborate

to Gain

Investigate to Invest

Design to

Decide

Record

to Report

Analyze to

AdjustPlan to Act

Combine Three Information Presentation

Services for Internal Decision-maker Reports

• OBI EE+ Presentation Services

• Ad-hoc queries and analysis, customized dashboards, alerts,

disconnected & mobile, etc.

• Hyperion Smartview

• Automated export from HFM/Essbase into MS

Powerpoint

• Cross Government Cockpit(PSA Targets)

• Benchmarking of Departments

• Spend Analysis and Forecasting

Pre-built Executive Dashboard

Automated Export to MS Powerpoint

Ad-hoc Analysis & Customized Dashboards

• E.g. Monthly management reporting delivered to Treasury

• E.g. Quarterly Results Review delivered by PPS or Minister for

a Department

• E.g. Self-service access to cross government citizen data

• Every Manager has access

across Government

Align GFMIS extension to your capacity

Adding building blocks - Oracle

strengths:

› Modular approach

› Embedded integration

› Flexible COTS package

› Open Architecture / SOA

Suite and AIA

36





› Case studies

Agenda

Municipality of EnschedeThe Netherlands, Public Sector

CUSTOMER PERSPECTIVE

“AutoVue supports the one-stop shop

principle. This means that several

applications for permits are processed

faster and in one go so the applicant

receives all the information about his

application at the same time."

– Lars Fehse, Information Management

Consultant, Municipality of Enschede

COMPANY OVERVIEW

• Leader among Holland's municipalities, when it comes to the use of information technology across its business processes to serve its ~160,000 citizens.

CHALLENGES/OPPORTUNITIES

• Comply with legislative policy requiring digitization of the building permit approval process

• Improve service delivery to citizens, eliminate manual reviews and make processes more efficient

• Enable users to digitally view any original document type without file conversion or data replication

• Allow reviewers to collaborate and capture digital comments during approval workflows

• Integrate a standard visualization & annotation solution to Corsa document management system

SOLUTIONS

• AutoVue 2D Professional• AutoVue 3D Professional Advanced• AutoVue Integration Software Development Kit

RESULTS

• Enabled municipal officials to view

original CAD and building plans

accompanying permit applications

• Shortened and enhanced permit

approval workflows

• Reduced dependency on manual

processes

• Improved collaboration amongst internal

and external users

• Captured digital audit trail of comments

CHALLENGES / OPPORTUNITIES

• Ensure a consistent standard of quality across all of the support services’ consultation channels

• Optimize efficiency and proactive capabilities by offering increased and more personalized services

• Implement a consolidated IT solution to provide an integrated and consistent overview of support services

• Provide a tool that enables the organization to oversee, control, and access detailed analysis of service quality

• Ensure publicly transparent migration of IT systems supporting the Citizen Support Service

CUSTOMER PERSPECTIVE

“Oracle’s Siebel CRM applications has improved our ability to respond to demand and optimize available resources.”

Francisco López Carmona, Assistant Director General, Citizen Support Services

RESULTS

• Integrated public interactive telephone and office services

• Standardized public consultation transactions and automated assessments of quality and quantity

• Improved ability to respond to user demands by enabling real-time generation of detailed reports of services provided

• Supported the city’s efforts to provide proactive public services

AGENCY OVERVIEW

• A multi-channel citizen support service that the Madrid City Council provides to a population of more than 3 million residents

• Industry: Public Sector

• Employees: 400

• Revenue: US$ 29.04 million

Línea Madrid Delivers Personalized

Citizen Support Services

SOLUTIONS

Siebel Public Sector CRM

• SmartScript

• Campaigns

• CTI for Contact Center

• HelpDesk

Vlaamse Dienst voor Arbeidsbemiddeling en

Beroepsopleiding

Background:VDAB (http://www.ukba.homeoffice.gov.uk) is the main public employment service provider in Flanders (Belgium). VDAB has 5,000 employees and it’s mission is to work towards a transparent and dynamic employment market in Flanders for job seekers, employees and employers. Over the years they have created a complex application landscape, where the customer facing business logic was mostly hardcoded. Because of this, it was difficult for VDAB to react quickly to policy changes andchanges in the expected service delivery.

Key goals:VDAB’s aims in the procurement

- a strategic roadmap of innovation and efficiency.

- a more flexible platform for their customer facing business users at a reduced cost.

- move from custom built CRM systems by standardising on a packaged CRM application

Products: Siebel CRM/Case Management, Siebel Marketing, Oracle Case Hub, OBI EE Case & Marketing Analytics, OBI EE+

Why Oracle; Oracle IT Strategy engagement positioned Oracle’s CRM capability to the business; CAB meeting provided meeting with other Oracle Social Services customers, especially UWV, and confirmed our commitment to the market; imaginative financing and licensing options

The Competition:Bespoke build

http://www.ukba.homeoffice.gov.uk/

Questions & Answers

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