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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
The Connected Government Framework: Strategies to transform government in the 2.0 world 3
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 4
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 5
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 6
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 7
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
1.0
• 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
2.0
INTRODUCTION
The Connected Government Framework: Strategies to transform government in the 2.0 world 8
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 Connected Government Framework: Strategies to transform government in the 2.0 world 9
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 10
Figure 5. The four-layer Connected Government Framework mode
l
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 11
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 12
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 13
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 14
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 15
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 16
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 17
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 18
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 19
Figure 9. People-centric Governance Maturity Framework4
BU
SIN
ES
S M
AN
AG
EM
EN
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.
CU
ST
OM
ER
MA
NA
GEM
EN
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.
CH
AN
NEL M
AN
AG
EM
EN
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.
TEC
HN
OLO
GY
MA
NA
GEM
EN
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 20
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 21
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 22
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 23
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 24
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 25
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
Case
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.
Government Workplace
Modernization
Records
Management
Storage and routing of documents
through workflows, and management and
retrieval of documents and their
attributes.
Government Workplace
Modernization
Performance
Management
Provision of digital dashboards and
balanced scorecards to support
performance monitoring and
management.
Transparency and Accountability
Mapping Services
or GIS
Location-based information overlaid on
map images, supporting multiple
application areas.
Transparency and Accountability
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 26
Application
Capability
Core Functionality Solution Area Impact
Identity
Management
Citizen and employee identity for
authentication, security, and audit;
fundamental capability to support all
others.
Service Delivery & Engagement
Government 2.0 /
Social Media
Provision of and integration with social
networks to improve collaboration and
consultation.
Service Delivery & Engagement
Transparency and Accountability
Enterprise Service
Bus
Simplified but robust communication
between disparate business applications.
Government Workplace
Modernization
In the sections that follow, there is a more detailed view of application capabilities based on these
priorities.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 27
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 28
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.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 29
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 30
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
On-Premise Products Cloud Services
Microsoft Dynamics CRM
Microsoft®
Outlook®
2010
Microsoft SharePoint 2010
Microsoft®
Dynamics®
CRM Online
Microsoft®
SharePoint®
Online
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 31
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.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 32
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.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 33
Figure 18. An example of using the Microsoft work-sharing platform
On-Premise Products Cloud Services
Microsoft SharePoint 2010
Microsoft Office 2010
Office Communications Server
Groove®
Server
Project Server
Microsoft SharePoint Online
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.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 34
Figure 19. Government Digital Records Center
Figure 20. Example of a Digital Records Center
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 35
Figure 21. An example of Records in Data Sets held within SharePoint Server
On-Premise Products Cloud Services
Microsoft SharePoint 2010
Microsoft Office 2010
Windows®
Rights Management Services
Microsoft SharePoint Online
Microsoft®
Office Web Apps
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 36
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
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The Connected Government Framework: Strategies to transform government in the 2.0 world 37
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
On-Premise Products Cloud Services
Microsoft SharePoint 2010
Microsoft®
SQL Server®
2008 R2
Microsoft Office 2010
Microsoft®
PowerPivot for SharePoint®
Microsoft®
PowerPivot for Excel®
Windows Azure Platform
Microsoft SharePoint Online
Microsoft®
Live Labs Pivot
Microsoft®
Silverlight®
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The Connected Government Framework: Strategies to transform government in the 2.0 world 38
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.
On-Premise Products Cloud Services
Microsoft SQL Server 2008 R2
SQL Server®
2008 Spatial Tools for ESRI
Bing Maps Platform
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The Connected Government Framework: Strategies to transform government in the 2.0 world 39
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 40
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.
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 41
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.
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The Connected Government Framework: Strategies to transform government in the 2.0 world 42
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 43
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.
On-Premise Products Cloud Services
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 44
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
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The Connected Government Framework: Strategies to transform government in the 2.0 world 45
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.
On-Premise Products Cloud Services
Microsoft SharePoint 2010
Microsoft Dynamics CRM
Microsoft Web Platform
Windows Azure Platform
Microsoft SharePoint Online
Microsoft Dynamics CRM Online
Microsoft®
TownHall
Open Government Data Initiative (OGDI)
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 46
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
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The Connected Government Framework: Strategies to transform government in the 2.0 world 47
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.
On-Premise Products Cloud Services
Microsoft®
BizTalk®
Server Windows Azure AppFabric
Windows Server AppFabric
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The Connected Government Framework: Strategies to transform government in the 2.0 world 48
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
BUILDING BLOCKS: APPLICATION CAPABILITIES AND INFRASTRUCTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 49
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 50
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:
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 51
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
IVR
ATM /
Kiosk
Email /IM
Self-Serve Channels(Business)
Web Portal
Mobile
Device
Email /IM
Self-Serve Channels(Government Employees)
Web Portal
Mobile
Device
IVR
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
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 52
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.
Presentation Services
Integration and Data ServicesCitizen Identity
Collaboration and Productivity Services
Delivery Channels
Business Services
Infrastructure Services
Microsoft Cloud Services
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 53
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:
Presentation Services
Integration and Data Services
Citizen Identity
Collaboration and Productivity Services
Delivery Channels
Call Center
Customer
Service
AgentEmail /IM
Self-Serve Channels(Citizens)
Web Portal
Mobile
Device
IVR
ATM /
Kiosk
Email /IM
Self-Serve Channels(Business)
Web Portal
Mobile
Device
Email /IM
Self-Serve Channels(Government Employees)
Web Portal
Mobile
Device
IVR
Business Services
Infrastructure Services
Presentation Services
Integration and Data Services
Citizen Identity
Collaboration and Productivity Services
Business Services
Infrastructure Services
Public Cloud Serivces Virtualized Multi-tenant Datacenter (Private Cloud)
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 54
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:
Collaboration and Productivity Services
Delivery Channels
Microsoft Cloud Services
Integration and Data Services
Business Services
Infrastructure Services
Virtualized Multi-tenant Datacenter
Identity Synchronization and Federation
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 55
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
Ph
ase
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
Presentation Services
Integration and Data ServicesCitizen Identity
Collaboration and Productivity Services
Integration Services
Messaging ServicesAuthentication
& Authorization
Delivery Channels
Call Center
Customer
Service
AgentEmail /IM
Self-Serve Channels(Citizens)
Web Portal
Business Services
Citizen Relationship
Services
Portal Services Collaboration Services
Citizen Data
Government Data
Presentation Services
Integration and Data ServicesCitizen Identity
Collaboration and Productivity Services
Business Services
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 56
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
Presentation Services
Integration and Data Services
Collaboration and Productivity Services
Business Services
VM nVM 2
VM 1
Capabilities deployed to
Virtual Machines
VM nVM 2
VM 1
Agency B Application
VM nVM 2
VM 1
Private Cloud Infrastructure
Presentation Services
Integration and Data ServicesCitizen Identity
Collaboration and Productivity Services
Business Services
CONNECTED GOVERNMENT FRAMEWORK – REFERENCE ARCHITECTURES
The Connected Government Framework: Strategies to transform government in the 2.0 world 57
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
Presentation Services
Integration and Data ServicesCitizen Identity
Collaboration and Productivity Services
Integration Services
Messaging ServicesAuthentication
& Authorization
Delivery Channels
Call Center
Customer
Service
AgentEmail /IM
Self-Serve Channels(Citizens)
Web Portal
Business Services
Citizen Relationship
Services
Portal Services
Collaboration Services
Citizen Data
Government Data
Presentation Services
Application Services
Integration and Data Services
Integration Services
Government Data
Line of Business Systems
Public Cloud Services On-Premise Services
Presentation Services
Integration and Data Services
Integration Services
Messaging Services
Portal Services
Citizen Data
Government Data
Presentation Services
Application Services
Integration and Data Services
Integration Services
Government Data
Line of Business Systems
On-Premise ServicesPublic Cloud Services
1
2
3
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
4
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 58
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.
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 59
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 60
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 61
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.
Process Step Technologies Used
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
SharePoint Server 2010
(on-premise)
SharePoint Server 2010
(online service)
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 62
Process Step Technologies Used
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
SharePoint Server 2010
(on-premise)
SharePoint Server 2010
(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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 63
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 64
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
.
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 65
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 66
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.
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 67
Figure 61. Cloud application delivery
Legend
Cloud
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.
Process Step Technologies Used
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 68
Process Step Technologies Used
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.
Windows Azure AppFabric Access
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.
Windows Azure AppFabric Access
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.
Windows Azure AppFabric Access
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
SERVICE DELIVERY AGENCY TECHNICAL ARCHITECTURE
The Connected Government Framework: Strategies to transform government in the 2.0 world 69
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 70
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 71
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 72
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 73
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 74
Figure 68. Virtual Rucksack architecture diagram
PARTNER SOLUTIONS
The Connected Government Framework: Strategies to transform government in the 2.0 world 75
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 76
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 77
Figure71. Integrated information system developed for Haiti by Infusion
PARTNER SOLUTIONS
The Connected Government Framework: Strategies to transform government in the 2.0 world 78
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 79
Figure73. Customer Contact Platform Architecture
CONCLUSION—REALIZING BUSINESS VALUE
The Connected Government Framework: Strategies to transform government in the 2.0 world 80
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
other
authorities
Investment
Costs
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 81
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
The Connected Government Framework: Strategies to transform government in the 2.0 world 82
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 [email protected].
ACKNOWLEDGEMENTS
The Connected Government Framework: Strategies to transform government in the 2.0 world 83
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
© 2010 Microsoft Corporation. All rights reserved.
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