Restructuring The Government Ict Infrastructures And Standards To Achieve Global Competitiveness V4
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Restructuring The Government Ict Infrastructures And Standards To Achieve Global Competitiveness V4
- 1. <Insert Picture Here> Restructuring the Government ICT Infrastructures and Standards to Achieve Global Competitiveness Ravi Tirumalai Member of BOD – ISACA Singapore
- 2. • Situation • Government Challenges • Solutions for National & Local Government • Q&A Agenda
- 3. Plan for Any Economic Environment • Burst in Housing Bubble • Stock Market Crash • Easing of Credit Markets • (TARP Repayments?) • Housing Bottom? • Inflation? • Stock Market Boom • 2008 • Credit Crunch • 2007 • Global Growth • 2009 • High Leverage • Best Use of Capital • Survival • Commodity Prices Skyrocket • Recovery? • Government Bailouts• Commodity Prices Plummet • Passing of Economic Stimulus • Deep Recession • Commodity Prices? • Stock Market Resurgence?
- 4. But Globally – Nations Across the World are Facing a Deep Economic Downturn -4 -2 0 2 4 6 8 10 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Emerging and developing economies World Advanced economies Sources: IMF, World Economic Outlook, Jan 2009 ? ? ? GDP Growth, Percent Change
- 6. Key Observations: • Public sector performance is a key factor in the welfare of individuals and competitiveness in the economy • Budgetary consolidation calls for improved prioritisation and better use of available resources • Demonstration of performance restores and maintains trust between the public sector and the public • Local accountability is a primary aim as well as city cohesion • Access, choice, personalization, info-sharing within appropriate security & access control remains challenging Source: Performance imperative, Governance UK Treasury and Analysis Budgetary & Political Pressures - Result in Greater Transparency Across Government Govt income will reduce in 09-10 Government borrowing will increase Political & budgetary pressures Extra efficiency savings to be delivered Consistent & Transparent GovernmentEfficiency Accountability Decision-Making
- 7. •Suppliers •Civilian Services •Constituents •Businesses •Citizens •Other Countries •Regional Governments •Labor / Services •Products / Equipment •Commerce •Human Services •Justice •Labor •Housing/Urban Dev •Transportation •Interior • … •Legislation •Public Safety • Regulations Mgmt • Business Services • Licenses/Permits • Legal Affairs • Welfare / Aid • National Security • …•DEPARTMENTS •SERVICES The National and Local Gov’t Value Chain
- 8. Data Security and Access • How can I automate collaboration and still protect sensitive data? • What is the best way to provide controlled, remote access to centrally managed information? Trends and Directions Fiscal Management • How can we maximize revenue collections without increasing taxes/Permit fees? • What work processes can be automated to reduce costs? Increasing Accountability • How can I improve tracking and reporting of public funds? • What is the best way to enforce proper approval and document key decisions / awards? Citizen Centricity • What is the best way to improve responsiveness to citizen demands? • How should cases be distributed to improve workload and consistency of outcomes? ConstituentsSuppliers Citizen Services Governance, Risk and Compliance Performance Management Shared Services Risk Management Benchmarking Case Management Self-service demand eInclusion Identify Management Privacy protection
- 9. • Situation • Government Challenges • Solutions for National & Local Government • Q&A Agenda
- 10. Public Sector - Generic Model Politics Law Government affairs Society Behaviour Resources Interpretation Processes Documentation Execution Decisions Effects The Industrialized Age Knowledge Mgt. EPM/ERP Rules engine BPM Case mgt ICT The Digital Age
- 11. Where We Are Today
- 12. eGovernment Issues Lots of Different Technologies Loss of Vendor Support Training Availability Expensive Backend Systems Not Designed for the Internet Citizens Demand 24/7 Government Legacy Systems are Inflexible and Difficult to Change No Effective Governance Model Unique Systems for Every Program
- 13. Transformation of Public Sector TRANSFORMATIONPublic Sector Industrial Age Public Sector Digitised Age • Paper based • Rigid processes • Stiff approval system • Difficult to change processes • Focus on management, not leadership • Focus on ”when, where, who” rather than ”why, how” • Low transparency • Multiple encounters of data loss • Digital workflow • Flexible processes • Adaptable processes • Self-service • Easy extraction of productivity data • High transparency to processes and privacy protection • Value-focus • Homogenous and interoperable • Ageing population and shrinking workforce • More demanding citizens • Global Economic and Political Pressures • Escalating Social Services budgets • Welfare, Social and political change • Care for the Environment • Migrant populations • Security threats & Technology • Moving from industrial to knowledge society Savings Security Service
- 14. • Situation • Government Challenges • Solutions for National & Local Government • Q&A Agenda
- 16. Transform Government Service Delivery • Provide a Common Service Delivery Platform • CRM (Citizen Centric) • Case Management • Portals and Content • Automated Workflow and Assignment • GIS • Mobile Computing • Rules Engine • Manage Master Data • Enable Self-Service • Embed Business Intelligence and Analytics iGovernment
- 17. Transforming Government Service Delivery •Child Welfare •Citizen Services •Transparency and Accountability •Increased Responsiveness/Case Management
- 18. Child Welfare •Case Workers •Inflexible Applications •Proprietary Integrations •Legacy Skill Sets Difficult to Manage •Reduced Case Worker Availability •Increased Case Loads •Expanded Skill Sets Required •Program Processes •Systems •Silo Service Plans •Incomplete Client Data •Duplicate Processes Transforming Service Delivery Guided Intake for Consistent Case Processing Integrated Rules Engine for “No Wrong Door” Initiative Master Client Index for Horizontal Client View •Integrated • Case Plan •Safety •WellBeing •Permanency
- 19. Child Support Enforcement •Transforming Service Delivery with • Configurable Relationships • Automated Program Processes • Financial Integration for Collections and Disbursement •Law EnforcementLaw Enforcement •EmployersEmployers •Courts •IncomeIncome •AssistanceAssistance •Child Welfare •Employment •Services •HospitalsHospitals •FinancialFinancial • InstitutionsInstitutions •Credit AgenciesCredit Agencies •Tax and RevenueTax and Revenue • OffsetOffset •Child Support Organizations Help Families Achieve Self Sufficiency Across Many Stakeholders • Program Challenges • Manual Program Processes • Inconsistent Client Information • Reactive Systems • Increasing Case Loads with More Complexity than ever • Legacy Collections and Disbursement Integration
- 20. Citizen Service Improved Service to Citizens via a Non – Emergency Number •Agent Assisted •Self-Service • Inability to Coordinate Citizen Response • Fragmented Response results in Inconsistent Follow Up • Data Integrity Issues due to Request Duplication • Guided Processes and Intelligent Routing for Consistent Response and Action • GIS Integration for More Efficient Service Dispatch • Reduced Service Request Duplication for Accurate Reporting • Inability to Offer Multiple Channel Services Options • Unable to Review Service Requests to Proactively Prioritize Services to Meet Budget Constraints • Publicized Service Deficiencies could Reduce ability to Attract and Retain Citizen, Business, and Visitor Populations •Transforming Service Delivery •Challenges
- 21. Case Management - The Business Process Lifecycle •Incident •Crime •Application • - Benefit • - Service • - Residency •Incident Details •Suspect Description •Leads •Evidence •Applicant Details •Claim Details •Application Details •Route Tasks •Assign team •Plan follow up • actions •Assess Eligibility •And Entitlement •Decide Award of •Service or benefit •Plans routed to •Management •For Review and •Approval •Review & approve •or reject award •Next stage in •Justice chain • - Arrest Suspect • - Prosecution •Make Payment •Deliver Service •Create Document •Something •Happens •Gather •Information •Make •Decisions •Gain •Approvals •Case •Closure
- 22. Efficiency, Transparency and Accountability Insight Across all Citizen Touch Points with Program Intelligence • Transforming Service Delivery • Actionable, Role Based Dashboards • Support for mobile / handheld devices • Escalations and Alerts based on Specified Response Timeframes • Improve Decision Making and Coordination of Service Delivery • Comprehensive Analysis Across Related Subject Areas • Enable Citizen Centric Model •Common Themes across Government with • -Inability to effectively measure effectiveness, efficiency • -Difficult to prioritize initiatives • -Inability to provide proactive, targeted services
- 23. Increase Efficiency and Transparency • Deliver Shared Services • Streamline Business Processes • Planning and Budgeting • Revenue Management • Financial Management • Human Resources Management • Procurement • Project and Grant Management • Assure Governance, Risk and Compliance Controls iGovernment
- 24. Efficiency and Transparency - Defined • Efficiency – Drive out costs while maintaining and improving Service Levels. • Transparency – Ability to view processes and information so managers and employees can exercise control and make decisions. Citizens and other stakeholders can have open access to their government.
- 25. Transformation – The Challenges •Governance, Risk •and Compliance •ERP •Enterprise •Performance •Management •? •How can we reduce cost for core/back office systems while improving service levels? •How can we effectively manage risk and provide greater transparency ? •How do we predict, measure, monitor and report on our performance so we can serve our constituents better ?
- 26. •Fusion Middleware •Governance, Risk and Compliance •Enterprise Performance Management •ERP Operational Excellence using ERP Systems Goal: How can we transact business more efficiently? Solution: Standards Based ERP Methodology: 1. Simplify information systems 2. Standardize data, systems & processes 3. Automate processes 4. Move to shared services
- 27. Standardize Systems and Processes Standardize policies and business rules Adopt best practices Identify common process and application owners Use open technology standards Minimize number of IT systems •CENTRALIZE Decision-making Where Possible
- 28. Automate Processes Use an integrated application architecture Integrate systems enterprise-wide Organize around end-to- end processes Reduce process complexity •ADOPT Self-Service Wherever Possible
- 29. Move to Shared Services Manage new programs while controlling costs Increase citizen satisfaction by improving service levels Increase levels of control Provide efficient central processes while providing agency/department flexibility •Implement Shared Services Wherever Possible
- 30. Shared Services vs. Centralized Services Consolidation New Location Re-engineering SLAs Performance Mgmt. Service/Cost Transparency End-to-End Process Lack of Clarity Declining Customer Service Exceptions Increase Shadow Cost Increase CENTRALIZATION SHARED SERVICES RANGEOFBENEFITS •Shared Services•Centralized Services ERP •Current State Example: Central Agency processes invoices / vouchers and payments for agencies: • 2 day processing expectation • No written metrics or measurement • = Inconsistency in delivery timeframe & • enterprise costs increase to provide service •Target State Example: Shared Service Center processes invoices / vouchers and payments for participating agencies: •Written processing timeline guarantee! •Metrics, SLAs and customer focus •Measured Performance •Consistent, timely delivery
- 31. •Governance, Risk and Compliance •ERP •Enterprise Performance Management Implement Performance Management Goal: How do we measure, monitor and report on our government performance and social responsibilities in a sustainable manner? Solution: Deploy Pervasive Intelligence Across the Enterprise Methodology: •Fusion Middleware •World Class •Finance 1. Rationalize management systems 2. Leverage best practices and advanced integration 3. Link analytics to transactional systems
- 32. Performance Management – Office of New York Mayor http://www.nyc.gov/html/ops/cpr/html/home/home.shtml
- 33. Manage risk using GRC. Goal: How can we effectively manage risks and controls across the entire enterprise? Solution: Adopt a holistic approach to GRC Methodology: •ERP •Enterprise Performance Management •Governance, Risk and Compliance 1. Consolidate multiple GRC activities onto a single platform 2. Automate critical GRC tasks 3. Embed controls into standard business processes
- 34. Modernize the IT Infrastructure • Support Open Standards • Transition to Grid Computing and Virtualization • Migrate to a Service Oriented Architecture • Ensure Security and Controlled Access iGovernment
- 35. Modernizing to iGovernment • Unstructured information • Hidden business logic • Rigid processes • Maximize reuse of existing investments •Case Management •Financials •Human Resources •Procurement • Fusion Middleware • RAC database
- 36. SOA Enablement High Re-Use Through Interoperability •Legacy Logic •Agencies •Business Services •Composite Service •Composite Service •New Citizen •Create Request •Create New Citizen Information •Service •Schedule •Create Work Request •Check Provisioning •Schedule •Legacy Data •Open System
- 38. •Data •4GLs •3GL •Batch •3270 Rearchitecture •Portal • BPEL•Recover •ADF • DB Grid •Artifacts •Architect •Data MIgration •SI PartnersSI Partners • WebLogic • Service Bus
- 40. •Structured Data • User / Identity Management •Custom, Legacy,Custom, Legacy, ERP and NewERP and New ApplicationsApplications Simplified IT Architecture - Data AND Applications AND People •Un- structured Data •Presentation /Presentation / Access LayerAccess Layer • User Experience User Experience
- 42. iGovernment Reference Architecture •Government Interaction •Government Shared Infrastructure •Government Information •SOA & EDA Infrastructure •EnterpriseManagement •Enterprise Service Repository •TopDownAutomatedManagement •End-to-EndContinuousMonitoring •Information Lifecycle Management •Modelling&DesignTools •DevelopmentTools •EnterpriseDevelopment •Aggregations & Summaries•Unstructured Data •Master & Reference Data •Operational Data•Documents •Images •Government Processes •Storage •Virtualization•Physical Servers•Network •Government Services • User Interaction Experience •Standardized Government Processes •Collaboration • Multi-channel Management •Data Integration •Process Management •Event management •Enterprise Service Bus •Business Rules •Identity&AccessManagement•DataSecurity •Security •Permits & Compliance •Social Services •Case Management •Core Administration •Master Data Management •Tax & Revenue •Custom Defined Processes CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract Oracle In Government Tailored to Meet Key Needs of the Public Sector •Transportation•Citizen •Health
- 43. Transitioning From Current State to …….Vision
- 44. Steps to Enable Transition to iGovernment •Transform policy and operational processes to achieve holistic outcomes •1 •Secure, multi-channel, single view of program enrollee or prospect across all programs •2 •Analytics to ensure closed-loop feedback, continuous improvement across all programs •3 •Ensure complete and accurate information across the integrated program lifecycle •4 Create a fully governed infrastructure to leverage and extend legacy systems as shared services •5 •Automate Policy and Operation Processes •Citizen-Centric 360o View •Analytics to Increase Efficiency and Transparency •Federated & Master Data & Record Management •Enterprise-Grade Service Delivery Platform
- 45. In Summary – Transition from eGovernment to…iGovernment
- 46. •A •Q•&
Notas del editor
- Recent events have reminded us of the importance of planning for any economic environment, and being able to quickly and confidently react to changing conditions and make the best possible strategic decisions. In a span of about eighteen months, we saw a booming global economy where both companies and the consumer were highly leveraged to fuel the growth, commodity prices skyrocketed to fuel global demand, and strategies were primarily focused on the best use of capital to fuel growth - turn into a recession where credit markets tightened, demand seemingly fell off a cliff, and companies needed to make decisions to ensure that they had the necessary liquidity to survive. Now we’re seeing some signs of a recovery, with some positive earnings reports, the passing of economic stimulus, and easing credit markets with some banks predicting that they can pay back federal funds by the end of the year. This could be the start of an economic recovery, but organizations will need to understand when this will happen, how swift the recovery will be, and the remaining potential for downside to truly make the best strategic decisions
- Public safety – cuts across Justice, Transportation, Interior Nat’l security - Justice, Transportation, Interior, Health/Human Svcs, Commerce Regulatory mgmt – transportation, commerce, labor Revenue Mgmt – Example restaurants/groceries: Labor, Agriculture, Health/Human Licenses/Permits – transport, interior, housing/urban dev Legal Affairs – justice, commerce, labor Welfare – health/human svcs, HUD, Agriculture (USDA for food stamps) The value chain for Utilities is seemingly simple, however, due to regulation/deregulation, and local municipalities, it may also seem complex. In general, Electricity is Generated (nuclear, hydro-electric, solar, fossil fuel dependent)…or… Water is collected (reservoirs, desalination, etc.)…or… Natural gas is produced (by-product of Energy petroleum production) Electricity is then transmitted to a grid where it is then distributed to customers (residential & corporate) via retailers who have sold the product. Water is treated (de-chlorinated, fluorinated, etc.) and stored prior to distribution to customers Natural gas is transmitted and stored (could also include adding odorous agents) prior to customer distribution by a retail agent. While the product flow for new goods is to the right, information must flow both ways along the supply chain to increase efficiency.
- Which bring us to where we are today. A proliferation of government information is available on the web, and so are many transactions with government. But many transactions are not, and it is still all too common to download a form, fill it out, and mail it in. And once that form is sent in, it is still handled in as it has always been. Thus, we still have a lot of this &lt;CLICK&gt; and a lot of this &lt;CLICK&gt;. And that has been challenge of eGovernment &lt;CLICK&gt;, a wall between making government services more accessible and available, and the real activity of conducting government’s business.
- So what is wall of eGovernment? &lt;CLICK&gt; Over time, government agencies have acquired a vast array of software – databases, operating systems, middleware and applications. Many of these systems are no longer supported, there is a shortage of IT professionals trained in older technologies, and in fact training may no longer be available. And running all of these systems is expensive – not only in supporting these applications, but in redundant licensing and support costs. Older technologies pre-dated software design capabilities that made systems flexible and adaptable – requiring programming changes rather then configuration for business process changes. And they didn’t contemplate internet access, 24 hours a day, and the heightened need for security. And systems tended to serve only one agency and one program, with no overall governance model. …
- How do we break the eGovernment wall? Answer comes in three steps: First, &lt;CLICK&gt; Modernize the IT Instructure, second &lt;CLICK&gt; Increase Efficiency and Transparency, and third &lt;CLICK&gt; Transform Government Service Delivery. The result, is to move from eGovernment to &lt;CLICK&gt; iGovernment.
- The third session today will cover Transforming Government Service Delivery – the ultimate goal of iGovernment. This session will include demonstrations to show you how you can use to &lt;CLICK&gt;Provide a Common Service Delivery Platform that includes CRM, Case Management, Portals and Content Management, Automated Workflow and Assignment, Geographic Information Systems, Mobile Computing, and an embedded Rules Engine. &lt;CLICK&gt;Manage Master Data &lt;CLICK&gt;Enable Self-Service and &lt;CLICK&gt;Embed Business Intelligence and Analytics. With a common service delivery platform in place, you can seamless link the front-office with back-office operations to support a wide variety of government functions, from human services to public safety to economic development.
- In Recruitment, our solution automates the process of recruiting, screening and hiring the right applicants.
- In Recruitment, our solution automates the process of recruiting, screening and hiring the right applicants.
- Sarbanes Oxley: 2002 US legislation designed to increase financial reporting quality and executive accountability beyond GAAP requirements International Accounting Standards: A comprehensive set of financial standards comprising an international “GAAP” International Stock Exchanges adopting IAS include: LSE, Paris Bourse, Frankfurt, Sydney Both SOX and IAS (IFRS) talk to the investor’s and external stake holder’s rights to know what is going on in a company, but they each attack the problem from different angles. SOX demands that management “tell it like it is”, and augments the policing system to ensure they do. Augmentation in the policing system includes… Polarization of management and external audit firms (Report to board, No consulting) so that firms are unequivocally checking the management numbers on behalf of the investors. Supervision of audit firms (PCAOB) Specification of management individuals (CEO, CFO) responsible for company filing, with accompanying penalties for failure Certification by both mgmt. and external auditors that mgmt. has a system in place to ensure that the company is run to board (investor) approved requirements. (Internal Control) Control over stock analysts and their ability to hype stock. Additional resources for the SEC to enable enforcement SOX requires that companies fairly present their numbers. It does not permit companies to hide material issues behind loopholes in US GAAP. However, it does except US GAAP to be the norm. IAS (IFRS) addresses the absence of a standard GAAP across the different nations of the world. The European Union currently has several different sets of accounting standards, and mandated use of IAS by 2005 for standardization and comparability. Other countries followed suit, and it is intended that differences between IAS and US GAAP will be eliminated. For companies reporting on stock markets outside the US, IAS means Changing your accounting principles to IAS For some, a new requirement to report both to IAS and local GAAP (just as US companies overseas operations often report to local and US GAAP) Dealing with the fact that many of your subsidiaries will be moving from different local GAAPs to the same IAS.
- Customer Interaction Systems: Integrated Voice Response (IVR) Computer Telephony Interface (CTI)
- will address Increasing Efficiency and Transparency Deliver Shared Services Streamline Business Processes, such as Planning and Budgeting, Tax and Revenue, Financial Management, Human Resources Management, Procurement and Project and Grant Management And how Technology can help you Assure Governance Risk and Compliance Controls. strategy is to provide a comprehensive footprint of applications and technology to meet the unique needs of an industry – including both cross-industry and industry-specific applications.
- Transition from Centralization to Full Value of Shared Services: Many organizations stop at ERP implementation, leaving value behind and decreasing the likelihood of sustainability and scalability Centralized: Benefits of centralization recede due to lack of shared accountability for performance and increase in shadow cost over time
- Key Message: GRC Solutions allow you to consolidate multiple requirements and address these with a single platform, automate risk and compliance activities, and embed preventive controls in the context of business operations. Technology helps you to manage multiple GRC requirements from a single platform. Our core policy and content management capabilities allow you to align multiple requirements with the same superset of controls. This cuts down on duplication of documents, duplication of effort, and provides the basis for an comprehensive view into GRC initiatives and how well these are performing. Technology helps you to automate critical GRC tasks. Technology automates critical cross-industry GRC processes like the documentation and communication of your policies and procedures; the assessments of your risks and controls ; the remediation of control violations, as well the certification process across the multiple levels of your organization. Technology embeds controls into standard business processes. By embedding controls into your daily business operations, can prevent control exceptions within the context of the business transaction itself. So for example, a coarse-grained control might be to prevent a user from both creating an employee record and updating an employee record. Technology goes a step further with fine-grained controls that could prevent the update of a the employee’s salary information, but still allow changing the employee’s address.
- Our first session will address Modernizing the IT Infrastructure and will includes demonstrations on you can use Technology to &lt;CLICK&gt;Support Open Standards &lt;CLICK&gt;Transition to Grid Computing and Virtualization &lt;CLICK&gt;Migrate to a Service Oriented Architecture &lt;CLICK&gt;Ensure Security and Controlled Access With this infrastructure in place, you can offer shared services and implement processes that connect agencies with each other and with users inside and outside of government.
- SOA Enablement - Extend legacy via web services Re-Hosting - Migrate applications “as is” to open platforms COTS Replacement - Replace legacy with modern commercial applications Automated Migration – Line by line translation of legacy application Rearchitecture - Extract legacy artifacts into models and transform Phased approaches – not ‘rip and replace’
- Replacing legacy applications with packages Target of applications identified as “Low Business Differentiator, Low Technical Quality” Increasing number of systems can be core (e.g. CRM, retail) There is always some components that cannot be replaced Still requires understanding for functional analysis To migrate existing functionality to COTS application setup To modernize anything left over Fusion Middleware is a great story here Trend is toward using workflow to manage the components COTS workflows merging around BPEL driven SOA Other modernizations that produce SOA components can be easily incorporated. Domino effect of moving
- Migrate applications by replicating software environments on other platforms (e.g. CICS, VSAM, JCL, etc.) that are lower cost Is non-invasive; does not require application change allowing easy move to more cost effective platforms Pseudo conversational CICS, IMS/DC and UTM architecture is a big driver Disadvantages is that the resulting system is running in an emulated environment, and although we can benefit from a resulting grid database implementation, the system is still largely running as – is which makes it tougher for your customer to further benefit from newer technologies.
- RSI: IMS/Cobol/DB2/JCL migrated to HP UNix/Cobol//Kshell - status in production savings of 600 mips for batch; additional for 400 for on-line (RSI did this by themself) we are working on a PR and Case Study. Point is that you can have a mix of a language migration and a lift and shift.
- Three typical phases: Recover: extract information from existing applications (e.g. technical rules extraction), usually to a platform independent model or syntax Re-Factor: with tool support, manually transform to a new abstract architecture Re-Generate: use generation technology to transform new abstract definition to platform dependent form Supports transformation to new architectural paradigms Object Oriented Design Fully SOA compliant Process Driven Architecture More robust clients
- iGovernment can help you reach your goals through each stage of transformation by delivering the power of complete, open and integrated Technology portfolio. With iGovernment, you can take advantage of the business content of your existing applications, make your systems accessible to more users – both inside and outside of government, develop cross-agency business processes that improve collaboration and productivity, and deliver new services to your constituents while making it easier for them to interact with you. The result is government operations that are innovative, integrated, and intelligent and capable of delivering more targeted public policies, with the ability to evaluate their impact faster, correct as required and deliver new services quickly.&quot;
- This slide is hopefully understandable for most people as it illustrates the importance of managing users in a good way across ones whole architecture, being able to monitor and report across the complete architecture, offering the end user a single-sign on experience, and selectively protecting structured and unstructured data while stored and when communicated, based on its sensitivity/classification. The link between this simple slide and the more complex ones that follow is that new architectures do not change the security issues illustrated above. Securing a national or local government system requires that the above areas are addressed and in addition that every known and unknown access path be identified and secured. One of the most significant and overlooked security and compliance risk are Insider Threats. Note that this picture also scopes the security aspects addressed in the rest of this document. Specifically you should note that network security (firewalls, intrusion detection etc) and client security (anti-virus, malware-protection) etc while absolutely necessary are not covered nor the remainder of this document (a later version of this document may do so).
- How do we break the eGovernment wall? Answer comes in three steps: First, &lt;CLICK&gt; Modernize the IT Instructure, second &lt;CLICK&gt; Increase Efficiency and Transparency, and third &lt;CLICK&gt; Transform Government Service Delivery. The result, is to move from eGovernment to &lt;CLICK&gt; iGovernment.