AST 0009217 h4825 Roadmap Effective Egovernment Federal Br

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Roadmap to Effective eGovernmentA practical strategy for improving service delivery whilereducing time, cost, and risk.

roduced by government technology

Solutions for Federal and National Governments


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Governments across the globe at all levels ace a host o con icting pressures. Economicconditions have reduced tax revenues and created budget defcits, requiring governments totake a hard look at how they can reduce process, service, and in rastructure costs. Yet thosesame economic conditions have increased demand or services, especially in sa ety net pro-grams, such as unemployment insurance and ood assistance programs. Not only is servicevolume increasing or many programs, but service-level demands are increasing as well.Commercial services, such as Google and Amazon, have put the world at consumers fnger-tips, and they expect the same rom government. Add to that internal pressures, such as thedemand or transparent, participative, and collaborative government processes, and govern-ments are aced with a seemingly intractable situation. Achieving these outcomes requiresconnected government. What is connected government? Its a set o interwoven technologies and processes that letsagencies reduce costs, meet increasing service demands, and establish new and improvedprocesses and services by exploiting the power o digital in ormation. Citizens interact withconnected governments day or night, using secure multichannel devices including online portalsand handheld devices, and are met with a responsive, e ective organization that quickly meetstheir needs. Businesses and external organizations interact with connected government systemssecurely, and sometimes, automatically. Connected governments collect, process, store, andretrieve in ormation electronically. Internal work ows are streamlined and automated. They usedashboards to give managers better insight into internal operations and give citizens better visibility

into government e ectiveness. Connected governments collaborate with other departments andagencies by sa ely and appropriately sharing in ormation, and they save money and time bysharing resources.

Enabling this is an in ormation in rastructure that combines content management, in ormationgovernance, in ormation risk management, virtualization, and the private cloud, while securingin ormation and assuring privacy protection.

Accelerating the Move From In Line to OnlineAdoption o digital processes at all levels o governments is critical. Beyond the pressuresdescribed earlier, numerous success ul digital government initiatives are leading the way. Forinstance, police o fcers use mobile devices to digitally process paperwork that would previ-

ously have taken them o the street or hours. Some jurisdictions have taken this e fciencyeven urther, using business intelligence so tware to analyze the data and improve crimeprevention strategies. Electronic health records improve patient care, reduce costs, and evenallow or health trend analysis that can improve health outcomes across populations.

As more digital government mandates come rom central governments, agencies at all levelsare being strongly encouraged to digitize content, automate processes, and communicateelectronically with all their constituents. Agencies that do not develop intelligent and dynamicdigital processes will not meet citizen expectations, while experiencing higher cost and risk.

In addition, executive mandates are driving digitization o paper processes around the world.With drivers ranging rom transparency to economic development to fscal survival, theoutcomes o these initiatives will be more transparent and accessible governments, moree fcient law en orcement, cheaper health care, aster and more convenient access to permitsand licenses, more responsive human services, and other innovations that have yet to bethought o and deployed.

How You Get ThereWhile the mandates, vision, and benefts or achieving connected government are clear, imple-mentation at the department and agency level is not trivial work. The EMC Connected GovernmentModel provides a proven and practical path or achieving these critical innovations. Done correctly,organizations can improve service delivery while reducing time, cost, and risk. This white paperdescribes the specifc stages agencies will fnd their departments in and a series o prescriptivetechnologies and processes that can achieve the above benefts.

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ConnectedGovernment Mandates Australia: July 14, 2009

Digital Economy: Future Directionsidentifes the key areas to ocuson to maximize the benefts o thedigital economy to all Australians.

www.dbcde.gov.au/?a=117295 France: February 12, 2010Together, ets Simpli y rogramproposes 25 actions to improvedigital relationship between citi-zens and public administration.

U.K.: January 27, 2010The .K. introduces 10-year IT strat-egy or delivering citizen-centeredservices leveraging economies o scale with regard to in rastructure,standards, and capabilities acrossthe broader public sector.

U.S.: December 8, 2009

pen Government Directiveestablishes deadlines or agen-cies to publish in ormation online,improve the quality o in ormation,institutionalize the culture o penGovernment, and establish apolicy ramework.www.whitehouse.gov/omb/assets/memoranda_2010/m10-06.pd

Consolidation, Virtualization,and Private CloudTo access our companion whitepaper Roadmap to the Virtual DataCenter: the Private CloudA Strategy for Infrastructure Consolidation and Virtualization go towww.govtech.com/virtualroadmap


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Copyright 2010 EMC Corporation. All rights reserved.

Stage Zero: Content Everywhere examines the challenges o operating in a paper-intensive environment. Well look at typicalin ormation in rastructures, the growing cost and risk o conducting business as usual, and some key drivers or change.

Stage ne: Capture, Store, and Retrieve explains the initial step in the journeyreplacing paper documents with digitalin ormation. Well present the business benefts and strategies or deploying digital capture, store, and retrieve capabilitiesthat orm the oundation or connected government. The result: a base content repository that provides a single logical viewo all o the digitized in ormation.

Stage Two: Automate and Manage Processes shows how agencies can strengthen operational e fciency and mitigate risk byusing dynamic process management, enterprise content management (ECM), and virtualization technologies. These solutionsautomate routine work processes, and they enable internal data and resource sharing and collaborationall o which leadto increased productivity, lower cost, and better customer service. ver time, agencies fnd additional savings and revenueby o ering shared services. The result: shared content services that improve content integrity, reliability, and security.

Stage Three: Enable Constituents reveals how agencies reap ultimate value rom their in ormation in rastructure investmentby extending that in rastructure to citizens, businesses, employees, and other government entities. Well look at howagencies can e ectively and securely deploy high-value online interaction and transactions or constituents. The result:improved and transparent service delivery.

The underlying in rastructure enablersin ormation governance, security, consolidation, virtualization, and privatecloud technologiesare built up incrementally, adding value as organizations move through each stage.

EMC has used these strategies and solutions to help hundreds o government agencies improve service delivery,cut time and expense, and reduce risk. This roadmap helps depict the process o creating e ective e-governmentin a logical, manageable, and cost-e ective way.


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As agency workloads increase and tasks become more complex, paper-based business processesbecome a roadblock to e ective government. Further complicating mattersand adding costand timeis the rapid growth o electronic content silos across agencies and departments.

aper fles, hard-copy mail, and ax correspondence must be fled and managed by hand, andcritical in ormation rom these documents o ten is manually entered into electronic systems.These processes are slow, labor-intensive, expensive, and susceptible to loss and error.

hysical fles o ten must be shipped between o fces when theyre needed at remote locations.Many times, these fles reside at third-party storage acilities due to the need or massive amountso storage space. Each time a fle is moved adds delay and expense to the process.

Manual or siloed data management processes make it hard to associate paper documents withactual cases, reducing the e ectiveness o critical programs like public sa ety and social services.

Do these challenges sound amiliar? I they do, youre at Stage 0and youre not alone.

Government as Usual No Longer WorksThe price of doing business as usual: rocessing manual or paper records is costly, and storingthem isnt cheap either, regardless o whether you house them in your own acilities orcontract with a third-party service. And the costs really add up when you need to locatein ormation. The struggle to fnd documents doesnt just chew up sta time and resources, itsalso risky and exposes agencies to expensive fnes or noncompliance.

Securing paper is dif cult and costly: egulatory requirements have created new standards orprotecting the confdentiality o sensitive in ormationand agencies may ace sti penalties

or violating them. Much attention is given to the complexities o securing electronic data.

owever, the old- ashioned way o doing business o ers ar more risk. aper documents lostin transport or even misplaced in government buildings open agencies to myriad liabilities. Inaddition to legal woes, lost or damaged paper documents can cause signifcant delays in pro-cessing since the lost data must be resubmitted and processedi its possible to recover thedata at all. In some un ortunate cases, vital government records have been permanently lostin natural or man-made disasters.

Siloed data systems present their own security challenges. A human services agency, orexample, may have caseworkers, contractors, and nonproft representatives who all need toaccess a di erent system or combination o systems within the agency. E fciently managingaccess or all users is impossible when the systems are siloed, and users with numerouspasswords written on their workstations is a risk as well.

The High Costof Managing PaperGovernments reliance on paperis simply unsustainable rom afnancial and environmental stand-point. Deteriorating economicconditions demand that agenciesdrive cost rom expensive paper-based processes. At the sametime, growing attention on goinggreen discourages the use o pre-printed orms and other waste ulpractices. ow much does papercost your agency? ere are someexamples: $20 in labor cost to fle a document. $120 in labor cost to fnd a

misfled document. 7.5 percent o paper documents

get lost; 3 percent are misfled. 30 percent o preprinted orms

are wasted. ne paper document is photo-

copied an average o 19 times.

Stage 0: Content EverywhereEliminating manual processes


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Pressure to meet constituent expectations: Citizens and businesses are accustomed to conductingmany daily activities online. Web-based retailers o er quick transactions and next-day ship-ping or a huge array o products. Financial institutions provide electronic stock purchases,account inquiries, and und trans ers with a ew mouse-clicks. Shipping companies let youtrack the status o deliveries in near real time via the Internet. And Google sets the standard

or accessing in ormation. None o these capabilities are particularly new, and averagecitizens have used them or several years. Taxpayers expect the same level o service

rom government.

Agencies mired in paper-based processes simply cant meet these standards. aper transac-tions cant move at Internet speedseven i the government could a ord them. Connectedgovernmentdigitizing in ormation and implementing solutions that manage content andautomate work owsis the answer or coping with escalating budget pressures and risingcitizen expectations. Stage 1 shows you how to get started.

Stage 0

ContentEverywhereObjective

rocessing workload

Challenge Di fcult to associate

fles with cases ong search times,

lost documents igh cost o real estate

or paper storage

Processes Inbound correspon-

dence management:paper, mail, ax

Manual data entry,indexing, and flemanagement

Box managementand security

Minimal Infrastructure Data entry Intero fce mail Filing cabinets Box management Storage

utsourced recordsmanagement


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The goal o Stage 1 is to replace physical fle cabinets and siloed electronic repositories witha digital content repositorya relatively straight orward technology deployment that deliversimmediate benefts. In this section, well examine the capabilities you need, the benefts youcan expect and some considerations or the uture as you build the oundation or connectedgovernment.

Digital Content in a Secure, Electronic File CabinetCapture: A typical government agency receives a blizzard o paper orms and correspondence.It needs a capture solution that automatically validates incoming documents against existingrecords. Although ocused on eliminating paper, agencies receive plenty o e-mail, XM data,and other electronic content, and an e ective solution must capture this data as well andflter out irrelevant material.

Store: nce electronic in ormation is captured, it must be stored and secured or easy access.nlike physical fle cabinets or even local computer hard drives, this central in ormation

resource should be available electronically to any user in an agency that has the properaccess rights. An e ective storage solution also needs solid content management unctionsthat automate document retention policies, ensuring that agencies comply with legal require-ments. In addition, the solution must include security controls that protect the confdentialityo citizen in ormation and the integrity o public records.

Retrieve: course, once digital content is captured and stored, it must be retrievable quickly,accurately, and e fciently. Agency work orces need on-demand access to comprehensivedigital in ormation to manage programs e ectively and meet rising customer service expecta-tions. Employees should be able to search or and view electronic documents rom any work-station with Internet access.

Return on InvestmentThe impact o digital content on government agencies is immediate and signifcant. TheAustralian ederal government boosted overall e fciency by 10 to 15 percent by digitizingpaper-based fling systems, according to IDC. Those gains came rom substantial reductionsin the amount o time needed to access and process documents. Moreover, a number o .S.

ederal agencies use electronic document capture, indexing, and retrieval to slash in ormationaccess time. The improvements can ree up an average o our hours a day or sta members,allowing them to concentrate on higher value tasks. Many agencies also fnd additionalbenefts rom back fle conversion to digital ormats. ne agency converted 14 millionboxes o taxpayer eligibility in ormation, reducing the cost o in ormation retrieval, fling andrefling, copying, and shipping.

ltimately these improvements enable governments to reduce operating costs and equip agenciesto handle growing workloads without increasing sta . And because digital-based processeshappen more quickly and accurately, citizens and businesses experience better and asterservices, along with stronger security and privacy protections.

Case Study:

Reducing Delays inPersonnel InquiriesThe Investigative Division o onelarge agency uses a sophisticatedelectronic capture solution todigitize 90 million paper

documents annually as part o the governments electroniceClearance initiative. With thissolution, it can: educe delays in personnel

investigations due to theretrieval, copying, and mailingo documents.

Capture more than 80 docu-ment types, including employ-ment applications, signature

orms, release orms, andbackground checks.

Export electronic content to asecure storage system.

Deliver immediate, onlineaccess to digital content orauthorized agencies.

Stage 1: Capture, Store, and RetrieveImplementing a digital content repository


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Building a Strong FoundationWork done in Stage 1 can deliver immediate benefts as part o building more sophisticatedconnected government capabilities. So it pays to consider the uture as you deploy capture,store, and retrieve solutions. ere are some actors to keep in mind:

Plan for rapid growth of digital content:Now is the time to develop a storage strategy that provides ade-quate digital content capacity and allows or easy expansion in the uture.

Decide what to digitize: nce you deploy Stage 1 capabilities, your agency will begin to capture mostnew in ormation electronically. But youll need to decide how much o your existing paper recordsto digitize. Converting all o it probably isnt practical, but some datalike birth certifcates, driverslicenses, or property recordsmay be valuable in electronic ormat, especially as you move orward.

Prepare for process automation: Your digital capture solution must be able to extract and classi y muchmore sophisticated content i you ultimately intend to automate processes and work ows. Make surethe digital content technology you deploy now can support your uture content management andbusiness process management goals. Scalability will be business critical.

With these Stage 1 building blocks in place, youre ready to move to Stage 2, where automa-tion and collaboration will drive even greater e fciency and service gains.

Stage 1

Capture,Store, andRetrieveObjectiveBasic content control

and accessChallenge ack o automation imited visibility

and managemento processes

Processes Tag content/index Complete orms and

image Associate fles with case Conduct quality

review

Store and/or disposeo content

Benefits educe access time euse content Secure content educed real estate,

copying, and postagecosts

Mitigate risk Improve customer

service

Base Infrastructure

ocal and ederatedsearch Basic content

management Basic content storage Basic access security Data deduplication


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Stage 2 creates the back-o fce content management in rastructure needed to improve pro-ductivity, collaboration, and customer service. This work delivers immediate benefts, and it

orms a critical oundation or Stage 3 ront-o fce transactions. Indeed, the ailure o earliere-government initiatives o ten stemmed rom trying to implement Stage 3 citizen-to-governmentelectronic transactions without the content management in rastructure to support them.

Stage 2 also implements enterprise content management strategies that promote in ormationand resource sharing among government departments and programs. Collaboration, internaland external, is the key eature o providing dynamic citizen services and case management.To respond strategically to end-user needs, all appropriate structured and unstructured data,resources and competencies must come together across government o fces and externalstakeholders. Collaborative case management simplifes, streamlines, and automates com-plex in ormation work ows that have historically impeded e ective service delivery. And withthis comes the need to make sure content is secure as it moves within, across, and outsideagencies. With primarily digitized content, government organizations can now consolidate

and share technology resources to manage that content cost-e ectively. Virtualization andprivate cloud technologies make it possible or governments to urther reduce costs, improvesecurity and business continuity, and be better equipped to respond to spikes in demand.

For organizations struggling with high costs, customer service complaints, and di fcultyintegrating and protecting in ormation, Stage 2 o ers an established path toward improvementand builds the in rastructure needed or the next generation o government services.

The Way ForwardI collaboration is a goal, how does your agency get there? Implementing dynamic process man-agement is a undamental step. rocess management deployments typically involve three stages:

Process Con guration and Simulation:Agencies assess their options by working with partners whodeliver process-specifc blueprints and confgurable out-o -the-box so tware solutions. Theseblueprints typically cover common government tasks, like eligibility or benefts processing.

ower ul simulation tools allow agencies to review each process, simulate its per ormance, makenecessary changes, and build the business caseall be ore the processes are actually deployed.

Bene ts Testing and Tuning:In this stage, you deploy, train, and operate the automated solution in alimited scope. This limited deployment lets you monitor the time, cost, and quality outcomes againstyour estimates in the prior step and against your current manual processes. The data and experienceproduced by this stage will urther refne the business case or automation and the lessons learnedthat will shape broader-based training ounded on proven success.

Enterprise Deployment and Bene ts Realization:Based on the success o deploying the solution in a singlelocation, you are now in a position to systematically roll out the new process across the agency.Broad deployment o the automated, streamlined process will ree up resources throughout yourorganization. rocess management dashboards will let you track and monitor the metrics. Keepin mind that your agency may need realignment around these new processes. This may includechange-management activities and employee retraining. Furthermore, agencies may establishcenters o excellence to govern the creation o new work processes as the process managementinitiative expands. In addition, because systems are managed centrally, security controls canbe applied more consistently across the environment and in rastructure.

Case Study:

Capturing and AutomatingCorrespondenceWell over 90 percent o governmentagencies still rely on manual,paper-based correspondenceprocesses. But one .S. agency

needed to be more responsiveto Freedom o In ormation Actrequests and other ederalmandates as well as inquiries

rom Capitol ill. To meet thesedemands, it deployed a correspon-dence management system that: Scanned more than 20,000

documents annually. Automatically classi ied

correspondence by type. aunched prede ined work-

lows and tracked responses. Archived correspondence

as records.The system saved time andmoney, while increasing processcontrol and e iciency. It enabledagency sta to: Decrease correspondence

backlogs and improveresponse time.

Accurately prioritize and routein ormation.

educe paper handling andlost documents.

Generate audit reports in

seconds instead o weeks.


Stage 2: Automate and Manage Processerovisioning or shared services


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Stage 2

Automateand ManageProcessesObjective

perational e fcienciesand automation

Challenge rocess defnition

and automation rganizational

adoption Enterprise data model

7x24x365 access

Processes Build enterprise

repository Automate work lows Collaborate internally Employ retention

policies Develop application

program inter aces(A Is)

Benefits roductivity Customer service Expense reduction Accountability Quality assurance Maximum IT

investment educe vendor

maintenance

Enterprise Infrastructure Enterprise content

management rocess management Business intelli-

gence/analytics egacy systems

integration Archiving/records

management ayments and

collection Virtualization Shared services

plat orm

The Bene ts of Collaboration and Automation More speed and ef ciency:Clearly the automated work ows that characterize Stage 2 deliver aster and

more e fcient government processes. For instance, the department o revenue or a large Northern.S. state now uses electronic documents and work ow to process 95 percent o tax returns within

fve days. rior to modernization, the average processing time or a tax return was longer thana month.

Better citizen satisfaction: In the case o the state tax agency, citizens got quicker tax re unds and betterin ormation about the status o their returns. Those results are typical o Stage 2 deployments.Transactions are executed quickly and accurately, and customer service representatives have accessto timely in ormation about the status o flings, eligibility requests, and other common constituentinteractions.

Improved outcomes and better accountability: Stage 2 capabilities oster what IDC calls collaborativeinter aces, which promote in ormation exchange among government o fcials in charge o

assessing, evaluating, and operating government programs.

With these sophisticated capabilities in place, agencies can dramatically boost e fciency andservice levels. And the improvements made in Stage 2 prepare agencies to move to the fnalstage o the EMC model.


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Now that youve automated back-o fce processing, the fnal stage, Enable Constituents, ischaracterized by the use o sel -service portals that let citizens and businesses interact andtransact with government agencies openly, securely, and electronicallyon demand.

In many cases, the main objective is to improve convenience or constituents, but sel -serviceincreases transparency, improves customer service and has the potential to generate newsources o revenue. ere are a ew practicaland high-valueexamples:

Citizens purchasing or renewing licenses/registrations online. Automated processes lead themthrough the necessary steps to complete these transactions and let them pay ees electronically. Theappropriate license is generated and quickly mailed to the recipient.

Agencies operating in highly regulated environmentstaxation, labor, social services, and otherscommunicate quickly and accurately with constituents using stored, legally compliant messagesthat can be personalized to keep businesses and citizens in ormed via print, e-mail, and the Web.

Automated approval and routing ensures that regulatory requirements are met.

Grant-seekers apply or unds online and electronically submit necessary documentation. A securegrant portal allows them to check their application status at any point in the processat any time o the day or nightand notifes applicants when an award is made.

Final ConsiderationsIn this stage, agencies extend the same business process automation used to streamline internalprocesses. These are now extended to support online sel -service transactions. And your existingenterprise content management and identity management tools can be leveraged to give citizensaccess to secure portals rom multiple sources. owever, as you ormally open internal processesto external consumption, there are considerations that need to be addressed.

Security and access control: As you move sensitive data and transactions to publicly accessible Webportals, you must guarantee the privacy and security o data. Its likely that youve deployed strongaccess control and encryption measures during Stage 2 o your evolution. Now its time to ensurethat those tools are ready or even broader deployment, and you may want to consider addingelectronic-signature capabilities that let external users consummate complex government transactionswithout printing and signing paper documents.

Internal and external systems integration: Appropriate integration with internal systems, such as budgetand accounting applications, will enhance the value o your Enable Constituents initiatives. Also,consider integrating with external systems where it makes sense. For instance, police investigationsystems may need access to criminal histories, usion centers, or fngerprint databases.

User-friendly interfaces:At Stage 3, youre potentially interacting with a worldwide audience. There ore,user inter aces or applications must be extremely simple and intuitive. Thought ul inter ace designwill promote uptake o these electronic services and boost citizen satis action.

External noti cation and correspondence: As agencies conduct a wider array o electronic interactionswith citizens and businesses, automated tools or corresponding with constituents will becomemore important. These tools cut correspondence cost, while improving the accuracy and reducingturnaround time or messages sent to the public. These capabilities can urther strengthenuser acceptance o electronic service o erings and help improve agency compliance with legalrequirements.

Case Study:

StreamliningCommunications withConstituentsA large agency deals withmillions o physical and elec-tronic in ormation requests daily.

It also maintains hundreds o orms that must be personalized

and delivered across physicaland electronic channels.

The agency is required to complywith regulations that governposting noti ication o changesto these orms. Its complianceobligations, combined with theneed to localize content on aregional basis, led the agencyto deploy an automated solution

or managing and publishing

communications. The solutiongives business users access to alibrary o orms to which they canmake changes. Without the inter-vention o IT, users can launchthe change approval process andput the orm into production.

Since deployment, the solution has: educed change notifcation time

by 80 percent rom six monthsto one month.

Decreased notice variations by50 percent.

Increased batch production tomillions o pages per night.

Shortened change approval timeand improved accuracy.

Simplifed multi-channel deliveryin local and high-volume batchproduction.


Stage 3: Enable ConstituentsCommunicating and transacting electronically


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Stage 3

EnablingConstituentsObjectiveImprove service tocitizens, businesses,employees, and othergovernment entities

Challenge Delivering consistency

across electronic andphysical channels

Enabling electronictransactions

Integrating acrossprocesses and systems

Processes Create transparency Enable online access

(publish, interact, andtransact)

Ensure secure access Deliver high-volume

electroniccorrespondence

Capture electronicrecords

Benefits rovide a single

ace o government Improve customer

service educe operating

costs Send compliant

communications Support green

initiatives

Extended Infrastructure External noti ications

and correspondence rogram catalog Advanced security

(in ormation rightsmanagement and Webauthentication)

Information governance:As transactions with citizens and businesses go rom in line to online anddata collection becomes automated, agencies must develop and implement automated policies togovern what is captured, how long it is retained, and how it can be used.

About EMCEMC helps government organizations manage growing volumes o in ormation romcreation to disposalthrough in ormation li e cycle management processes. EMCcombines best-o -breed plat orms, so tware, and services into high-value, low-riskin ormation in rastructure solutions that help government organizations maximize thevalue o their in ormation assets.

Information Governancenmanaged in ormation represents risk and increased costs. Whether its Freedom o

In ormation requests, subpoenas, or other demands or in ormation, many agencies are

challenged to fnd this in ormation, let alone produce it. Good in ormation governancepractices help determine where in ormation is stored, who has access, how itsprotected, and how long its retained. Done right, enterprise content managementcan reduce operational costs by 60 percent or more while improving per ormance andproductivity. And in response to eDiscovery, organizations must assess a cases meritsquickly to ensure that too wide a net isnt cast when collecting in ormation. eDiscoverycosts can be reduced by as much as 90 percent using capabilities provided by the EMCSource ne amily o products.www.emc.com/sourceone

Information SecurityIn government, critical operations may include meeting compliance requirements, sa e-

guarding benefts systems, processing drivers license in ormation, or even maintaininga public- acing tax payment portal. Whatever the initiative, in ormation protection needsto be a primary ocus. In ormation is no longer static; now it travels, and its part o anoverall in rastructure that includes networks, applications, databases, fle systems,content management repositories and storage systems. EMCs Security Division, SA,can help government organizations identi y and classi y their in ormation, build policiesto manage it, deploy security controls and then monitor and report on how its working.www.rsa.com/government

Consolidation, Virtualization, and the Private Cloud Infrastructurender cost pressure, many governments are now ocused on rationalizing data centers,

applications, content, support, and more. They are able to achieve signifcant cost savingsthrough improved management and a physical reduction in the amount o in rastructurethey need. Consolidation and virtualization are important capabilities o ered by EMC.Further cost reduction can be attained by utilizing a private cloud in rastructure that willallow you to utilize resources only when you need them. This utility in rastructure modelprovides or improved service levels and maximum ocus on the business o government.www.govtech.com/virtualroadmap


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Learn how to improve service delivery while cutting costs, time, and risk.

Take the Next StepCall now: 800.607.9546, email egov-paper

emc.com, or contact your EMC representative today

C 2, C, C ource e, d where i form tio ives re re istered tr dem rks or tr dem rks of C Corpor tio i the ited t tes d other cou tries. a other tr dem rks used herei re theproperty of their respective ow ers. Copyri ht 2010 C Corpor tio . a ri hts reserved. ub ished i the a. 05/10 4825

About the EMC Connected Government ModelThis model was developed by EMCs public-sector leadership team, working with Government Technology, and government clients and partners. Tfor the model are based on the Carnegie Mellon University Software Engineering Institutes (SEI) Capability Maturity Model. The SEI is a federally fresearch and development center conducting software engineering research in acquisition, architecture and product lines, process improvement,performance measurement, security, and system interoperability and dependability.

EMC CorporationHopkintonMassachusetts01748-91031-508-435-1000In North America 1-866-464-7381www.EMC.com

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AST 0009217 h4825 Roadmap Effective Egovernment Federal Br