CHAPTER 3

THE GOVERNMENT ICT LANDSCAPE

 CHAPTER 3

CHAPTER 3

The Government
ICT Landscape
Governments rely on volumes of data to deliver programs and services. From crime
prevention to defense, health care, and social services, government organizations
struggle on a daily basis to manage growing amounts of information.

FIGURE 3.1: e-Government Framework

While the growth of information provides opportunities to improve efficiency and

performance, it also represents significant risk. Information that is not managed can
become a threat to an agency, often at enormous cost. Cases of records gone missing,
failed audits, and lost information have resulted in recent scandals around data leaks or
the deletion of mass emails. Governments today are required to ensure that information is
secure and audited, intellectual property is not lost or compromised, processes are
defensible, and data is discoverable.
e-Government helps all levels of government balance the need for transparency and
innovation with requirements for privacy and information security. This chapter examines
how e-government minimizes threats and improves efficiency, mobility, security, and
accountability at all levels of government.

38
 THE GOVERNMENT ICT LANDSCAPE

Information as a Commodity
Government agencies generate massive amounts of information. The average U.S. state and
local agency stores 499 terabytes of data. This data ranges in format from structured to
unstructured information contained in case-related documents, military and civilian personnel
records, emails, website content, surveillance videos, and much more. In areas like health
care, where 95 percent of data generated is in video format, thousands of times more bytes
are generated than the text or numerical data generated in administration1.
In a recent study of U.S. state and local governments, CIOs and IT managers surveyed expect
their data to grow by more than 50 percent over the next two years. 2 In the same study, only
47 percent of agencies are making strategic decisions based on their information. As the
volume and complexity of this content increases, so does the need to understand, locate, and
manage it. The potential for improvement is vast and required; the effective exchange of
information is important to the continuity of business at any level of government.

... Each entity has its own information silos and flows
Department of Agriculture and Agri-Food

Of ce ERP

FIGURE 3.2: Integrating Information Across Silos Is a Common Challenge

The mismanagement of information hinders multi-level collaboration in government. Integrating

information and processes across silos is a common challenge and is dependent on existing
infrastructure and applications. An e-government solution centralizes information from many
applications on a secure and interoperable platform, enabling departments to collaborate,
make better decisions, manage correspondence, and streamline operations for higher
efficiency and improved public service. In the story below, the Pinellas County Clerk of the
Circuit Court office relies on e-government to improve case management processes and
collaboration across different locations and stakeholders.

1 James Manyika and Michael Chui, et al, “Big data: The next frontier for innovation, competition, and
productivity”, McKinsey & Company, June 2011.
2 MeriTalk, “State and Local Agencies Expect Data to Double in Next Four Years; Show Little Adoption of Big
Data”, MertiTalk Press Release, April 29, 2013, http://www.meritalk.com/pdfs/state-and-local-big-
data/State_and_Local_Big_Data_Gap_Release. pdf (accessed February 2014).

E-GOVERNMENT OR OUT OF GOVERNMENT 39

 INNOVATOR STORY

Clerk of the Circuit

Court, Pinellas County
"We've been more efficient
because we're doing the
same amount of work, even
a greater amount of work
with fewer people. And we're
effective because people are
getting their files quicker and
getting their orders in a
timelier manner."
CLERK OF THE CIRCUIT
COURT AND COMPTROLLER,
PINELLAS COUNTY, FLORIDA

FIGURE 3.3: Clerk of the Circuit Court, Pinellas County Website

The Pinellas County government is made up of a unique mix of 25 governmental bodies

that manage the county’s 24 municipalities and unincorporated areas. The Pinellas
County Clerk of the Circuit Court office is responsible for maintaining court records and
pleadings, securing court evidence, collecting and disbursing court fines, and a variety of
other functions within the County’s judicial system. The Clerk’s office is instrumental in
ensuring that the County courts provide efficient services for citizens.
Like many counties experiencing rapid growth, Pinellas County experienced process
ineffi-ciencies that hampered its ability to achieve its “Excellence in Customer
Satisfaction” mission. As well as experiencing bottlenecks in the paper-based traffic
citation entry and verification processes, judges were still relying on manila folders with
citation documentation to make their rulings. The County needed an automated solution
to replace paper-based processes and improve efficiency in their traffic courtrooms.
A courtroom automation system based on a case management solution enables judges to
manage a growing number of cases efficiently by easily accessing the history of an individual
during court proceedings. The system provides judges with access to driving records, past
citations, and Florida’s centralized traffic systems. Integration of the solution with Pinellas
County’s information repository and in-car traffic ticketing system has enabled County officials
to automate the entire information collecting process, saving hundreds of hours of data entry.
As a result, officials are able to reallocate resources to other divisions. With this new solution,
the County has been able to deliver on the State mandate for information sharing.
40 www.opentext.com/e-Government/PinellasCounty
 THE GOVERNMENT ICT LANDSCAPE

The Foundation for Holistic Government

From case management to contract management, budget formulation and execution,
acquisition and procurement, and HR processes, government agencies rely on Enterprise
Resource Planning (ERP) systems to provide support for day-to-day operations. These
processes depend on large volumes of data. The value of this data lies not only in the
individual transactions, but also in the supporting documentation that can reveal larger
patterns of activity to confirm performance levels or evaluate compliance.
The decisive strength of e-government is its ability to cross department, content, and
application silos. An e-government solution delivers out-of-the-box integration with
existing ERP systems in an open landscape, uniting information across departments and
making transactional information available for daily use. It embeds information
management directly into processes like case management to give content a consistent
context, and combines structured data with unstructured data (emails, social media,
videos, images, and presentations) to align agency operations. As well as improving
performance, an interoperable system reduces total cost of ownership, the reliance on
paper-based processes, and the physical space required to store paper documents.

e-Government Deep Integration Content Enriched

with ERP Business Processes

+ =
Workspaces natively extend Enterprise Asset Management
Document Management

Collaboration & Social Media ERP processes with IM Customer Relationship Mgmt
Records Management Deep connection with ERP Project Management
Content Access data, structures, roles Quality Management
and permissions
Capture Seamless integration Case Management
Workflow with various ERP UIs Procurement
Archiving ERP/IM always ‘in-sync’ And Many Others!

FIGURE 3.4: An Integrated and Interoperable Solution

Both the Canadian and U.S. governments, with their respective “Whole of Government”
and “White House Digital Government Strategy” plans have emerged as leaders in the
formal articulation of a holistic e-government approach—each recognizing that technology
investments must be aligned with anticipated outcomes to support agency mission.

E-GOVERNMENT OR OUT OF GOVERNMENT 41

 CHAPTER 3

Efficient e-Government
In today’s economic environment of uncertainty, citizens want a leaner, transparent, and
more efficient government for maximum returns on taxpayer dollars. Both citizens and
legislators are holding government leaders accountable for the results of public spending
and programs. Are government efforts enhancing citizen service, economic activity, and
quality of life? Citizens want to know and are increasingly empowered to find out.
e-Government facilitates a government-wide, integrated approach to service delivery. An
e-government platform aggregates programs, processes, and information into a single
public interface, connecting personnel and information across departments and agencies
on the back end.

Empowerment Through a User-Centric Approach

Citizen services lie at the core of any government function. For citizens, e-government
technology provides unprecedented transparency into the status of programs and services. An
engaged government empowers citizens to access the services they need from any place, on
any device, to create a seamless, self-service experience with every transaction.
Online citizen services, or e-services, deliver personalized views of individual or family services.
Citizens are able to track the progress of their requests, access support, search for information and
services, provide feedback, and receive automatic notification using an online portal.
For public servants, an integrated e-government solution links information sharing,
process orchestration, and collaboration to improve administration and service delivery.
Integrating back-end information and processes gives government employees access to
the tools they need to track service requests, engage with citizens and improve
responsiveness. The flow of information is controlled from the moment a request is made
to its final resolution. During the process, employees can report on patterns and problems
to reveal where improvements can be made. By identifying issues, departments can
improve productivity and focus their investments where they have the greatest impact.
e-Government improves resource allocation, productivity, and accountability. Simplified
administration reduces red tape, paperwork, and duplicated efforts to improve program
alignment and service delivery. With information silos removed, decision-makers at any
level can access information and share it with other agencies and users. By improving
visibility, lining up resources against objectives, and measuring success against
spending, governments can be more responsive to citizens’ needs.
The General Council of the Judiciary, as described in the following feature, is using an e-
government platform to deliver services in an integrated, user-centric portal.

42
 INNOVATOR STORY

General Council of the Judiciary

Web analytics help to
measure the success of
the site and overall
performance, equipping
the CGPJ with the tools
it needs to present
users with a relevent
and responsive
experience, supported
by multimedia content.

FIGURE 3.5: PoderJudicial.es

The General Council of the Judiciary (Consejo General del Poder Judicial or CGPJ) was
established by the Spanish Constitution in 1978 as the constitutional body that governs
the Judiciary of Spain. The CGPJ wanted to combine its systems into an online portal to
provide citizens with personalized access to the information and services they needed.
The new portal would support a variety of communication channels in multiple languages.
On the back end, the system would be required to integrate all corporate services of the
Judiciary Council to streamline collaboration, provide integrated services such as online
applications, allow for the secure management of information, and comply with current
regulations around transparency, accessibility, multilingualism, Law 11/2007, and more.
An e-government solution was selected as the basis for the CGPJ website and judiciary
extranet, providing the Council with a technologically sound and manageable platform for
the future. The multilingual portal supports a substantial number of hits and is readily
scalable. The web publishing process is more efficient; self-service capabilities have
significantly reduced the time it takes to publish up-to-date information.
The system went live internally with 6,500 active users and 5,400 messages exchanged
on its forums. Members of the Judiciary can participate and collaborate using the
system’s virtual environments, 45 communities of practices, and shared files. Secure
access to integrated applications and services is provided through single sign-on and
identity management. The system is customizable, allowing users to personalize and
configure their working environment. Looking to the future, the CGPJ is planning to
expand the platform to other departments in the Council and support mobile access.

www.opentext.com/e-Government/CGPJ 43
 CHAPTER 3

Mobile e-Government
The ubiquity of the Internet has been replaced by the ubiquity of the mobile device. In the
private sector, the mobile Internet is already a driving source for productivity, efficiency,
and output. In the public sector, however, many organizations have failed to keep pace in
the adoption of disruptive technologies as productivity tools.
Mobile devices can make it easier for citizens to engage with their government for
services and participate in program development. As part of automated service delivery,
the mobile device is the final destination in a series of interactions with government that
culminate in presenting citizens with an end-to-end, streamlined experience.
Mobile government extends services to citizens and other users via mobile devices. There are
many different ways that mobile devices can be used for great benefit: to send out a mass alert
via short service message (SMS) in the event of an emergency or natural disaster, to support
communications between home and school, to provide registration for local events, to send out
traffic alerts—the possibilities for government mobile applications are countless.

Likewise, the benefits of mobile government are many. Convenience and flexibility results
in better service delivery and higher satisfaction levels for citizens. Easier access to
information and processes improves productivity for public servants. In a crisis situation,
the ability to reach a larger number of people has the potential to save more lives.

6.8 Billion Mobile-Cellular Subscriptions

As the number of subscriptions approaches global
population figures mobile-cellular growth slows
8 7.1
7 6.8
6 Population
5
Billions
C
E
J
O
R
P

4
3
2 Mobile-cellular
1
subscriptions
0
2005 2006 2007 2008 2009 2010 2011 2012* 2013*
Source: ITU World Telecommunication/ICT Indicators Database

FIGURE 3.6: Mobile Subscriptions Approaching World Population 3

3 ITU, “ITU releases latest global technology development figures”, February 27, 2013,
http://www.itu.int/net/pressoffice/press_ releases/2013/05.aspx (accessed January 2014).

44
 THE GOVERNMENT ICT LANDSCAPE

Mobile Citizens and e-Services

Mobility bridges the digital divide between
the haves and the have-nots by increasing
access to government services. Mobile
apps have opened up the exchange of
FIGURE 3.7:
information between people and their Border Wait Time App
governments. The Border Wait Time app
gives citizens estimated wait times for
border crossings between Canada and the
U.S., based on information made available
by the Canada Border Services Agency.
Some governments are already making it
possible for citizens to complete trans-
actions using their mobile devices. Only a secure e-government infrastructure—one that
integrates with legacy applications and information—equips governments to align service
delivery. Databases can be integrated, tasks centralized, and processes redesigned to reduce
costs while improving service delivery. Mobile access is becoming the prime way that citizens
engage with their governments. This is discussed in greater detail in Chapter 14 of this book.

Mobile Government Employees

In the private sector, the explosive growth of mobile devices and the popularity of mobile
apps has many managers wondering how they can leverage the multi-functionality and
portability of these devices to improve productivity. According to research, mobile apps
can increase productivity, reduce cycles for decision-making, expedite processes, and
improve customer service.

E2.0/Social Business

Survey, data-gathering, data capture applications

CRM/Sales

Internal HR Forms and Approvals

Geo-location applications (other than SatNav)

Customer Claim Forms and Applications

Internal Finance/Transactional Forms and Approvals

Delivery/Supply-Chain Logistics

Quality/Process Approvals and Logs

Health Care/Education Evaluation or Records

0% 5% 10% 15% 20% 25%

FIGURE 3.8: Organizations Are Embracing the Mobile App Trend 4

4Doug Miles, “Making the Most of Mobile - content on the move”, AIIM/OpenText, 2011.

E-GOVERNMENT OR OUT OF GOVERNMENT 45

 CHAPTER 3

Just as organizations are providing secure, managed mobile access to enterprise

systems, governments should extend their processes, information, and applications to
public servants on mobile devices so that they can engage with the resources they need
to do their jobs effectively.
Mobile technology helps government employees, especially front line workers, do more
with less. Ideally suited for caseworkers, first responders, and law enforcement officers,
mobile access increases responsiveness by providing critical information and resources
on the go, 24/7. Time and money are saved through increased accuracy of information,
expedited decision-making, minimized data entry, increased situational awareness, and
the elimination of labor-intensive, manual paperwork.
Medical field workers in Africa, for example, are using their mobile phones to survey
200,000 inhabitants of the Kilifi District in Kenya, where the endemic rates of malaria are
higher than anywhere in the world. Using the Mobile Demographic Surveillance System
(MDSS) App, written by undergraduate students at the University of Nairobi, medical field
workers can remotely interface with a hospital’s database, conduct surveys, and remain in
the field for longer periods of time, while bypassing the data-entry process altogether. 5

Secure e-Government
The need for information security has never been more pressing with information
fragmented across mobile devices, multiple applications, in both private and public
clouds. In all sectors, the ever-present threat of security breaches is driving investments
in secure information management.
With increased access to personal information, governments must consider security and
privacy to ensure information systems are protected and individual rights are respected.
Security refers to the protection of information systems and controlling access to the
information itself. Privacy refers to respecting the right to have information attributed to an
individual to be treated with the appropriate level of protection. Information privacy laws
are in place to do just this.
Many government policies are focused around national security and privacy. In the U.S.,
these regulations include the USA PATRIOT Act, the Homeland Security Act, and the
Health Insurance Portability & Accountability Act (HIPAA). Canada’s counterpart is the
Personal Information Protection and Electronic Documents Act (PIPEDA). European
equivalents include the Data Protection Act (U.K.), the EU E-Privacy Directive, and Data
Protection Directive.

5 “MDSS: Medical Data Collection on Mobiles”, MDSS , May 2007,

http://www.media.mit.edu/ventures/EPROM/research.html (accessed Feb 2014)

46
 THE GOVERNMENT ICT LANDSCAPE

Security plays an integral role in e-government. For security to be effective, it must

address risks, benefits, and processes at the organizational level and align these with
policies and procedures, stakeholders, and resources. Protecting confidential information
requires a risk management strategy that can also be leveraged to help optimize mission
operations while minimizing threats.

Where Do Security Threats Come From?

In order to deliver on mandates like providing open access to data for citizens, it is
imperative that agencies protect their information as a critical asset. But security threats
have evolved alongside technology. From organized crime syndicates to hacktivists,
vulnerabilities permeate all levels of government IT systems.

FIGURE 3.9: Malware Scraped Details from Users on a Daily Basis6

In December of 2013, more than two million stolen passwords used for sites such as
Facebook, Google, Yahoo,® and other web services were posted online. 7 Login data was taken
from computers that were infected with malicious software. The stolen information could be
used to extract and then sell people's personal information. In February of the same year,
Microsoft® announced that it had been hacked following a series of cyberattacks.8
Companies and their data are vulnerable. Despite external breaches, a recent study
across industries reveals an interesting fact. While many organizations have good
external defenses in place, the real threat of a security breach comes from unauthorized
access by employees. As was the case with the WikiLeaks incident and the National
Security Agency-PRISM scandal; the risk of security breach is often from the inside out.

6 BBC News, “Stolen Facebook and Yahoo passwords dumped online”, December 4, 2013,
http://www.bbc.co.uk/news/ technology-25213846 (accessed January 2014).
7Ibid.
8Damon Poeter, “Microsoft Joins Ranks of the Tragically Hacked”, PC Magazine, February 22, 2013.

E-GOVERNMENT OR OUT OF GOVERNMENT 47

 CHAPTER 3

Unauthorized
Staff
Other
49%
13% Staff
Malware/
53%
Viruses
14%
External Unauthorized
Hacking
20% Ex-Staff
4%

FIGURE 3.10: The Most Likely Source of a Security Breach9

The rise of the mobile workforce has also increased the threat of both intended and
unintended security breaches—from a lack of clearly defined or implemented Bring Your
Own Device (BYOD) policies to lost or stolen devices and data leaks of personal or
confidential corporate information. The protection of government information should be
holistic, covering all bases to avoid information risks that might violate legislation, cause
non-compliance with regulations, or adversely impact the organization's ability to perform
mission activities. Protecting sensitive data in a government IT environment is a continual
challenge. Striking the right level of balance between the open flow of information and
rigid control is a very important one. e-Government allows access on a “need to know”
basis, while preserving an overall, federated archive of information.

Aspects of e-Government Security

Effective e-government is designed to protect information where it is used: at the point of
interaction in the application itself. The following security mechanisms are built right into
the system to secure content:
ŸŸAccess and Permissions Ÿ Information Audit Capabilities
ŸŸSecure Information Exchange Ÿ Information Governance

Access and Permissions

A comprehensive e-government solution is designed for high-security environments,
allowing organizations to configure security according to the level required for each
information asset. Access controls ensure that users see only what they have
permissions to see. In a granular system, access rights can be applied at the individual or
group level to different stages in the lifecycle of content. By setting these controls,
agencies can control data leaks and safely leverage emerging technologies such as
social networking and mobile apps.
9 Doug Miles, “Making the Most of Mobile - content on the move”, AIIM/OpenText, 2011.

48
 THE GOVERNMENT ICT LANDSCAPE

Extended information security can be applied

through an e-government system. When
individuals request access to information, the
system authenticates the individual, checking
for additional identifiers like nation-ality,
security clearance, and business role. Data
sovereignty and privacy legislation in many
countries requires that content be stored and
accessed only in systems located in those
countries. When content is marked with secur-
ity clearance restricted to a given geography,
the system will ensure that it is stored in that
geography and that users can access it only
when physically located in that country.

Information Audit Capabilities

Throughout its lifecycle, all content in an e-
government system is tracked and all
actions audited and logged. Audit capabilities FIGURE 3.11: User Permissions

are an additional layer designed to help manage security risks. These capabilities make
all actions performed on a document or record transparent, from identifying who accessed
the document to when it was downloaded, modified, or deleted, and when administrative
settings were changed.

In the Cloud

Standalone Messaging Services Integrated

Messaging Services

EDI Managed Fax Notifications Secure

File Transfer Information Exchange

On-Premises

FIGURE 3.12: Secure Information Exchange

E-GOVERNMENT OR OUT OF GOVERNMENT 49

 INNOVATOR STORY

Melbourne Water
Using a secure and compliant information management system,
users are able to interact and collaborate easily with each other,
helping to ensure accuracy of information, regulatory compliance,
and improved water services for the public.

Melbourne Water is owned by the Government of Victoria in Australia and is responsible for
$8.4 billion in assets. Melbourne water required easy access to their information, particularly to
help external bodies meet regulatory requirements or requests for information. Historically,
information was siloed within the different departments or teams which resulted in the inability
to share and provide accurate information. Business requirements placed an emphasis on
managing their information electronically and securely.
Using a secure and compliant information management system, users are able to interact and
collaborate easily with each other, helping to ensure accuracy of information, regulatory compliance,
and improved water services for the public. All areas of the organization are bene-fiting from
improved information management, from corporate governance departments like policy development
and business services to the maintenance and operations team and civil works.
Records Management helps Melbourne Water to manage both their physical and electronic
files, enabling them to request and process obligations but also respond to requests from their
public records office and meet those obligations and compliance needs as well.

50 www.opentext.com/e-Government/MelbourneWater
 THE GOVERNMENT ICT LANDSCAPE

Secure Information Exchange

As part of an integrated e-government solution, information exchange helps agencies
communicate and trade information securely. Sensitive data is protected during file
transfer and daily information exchanges because it is encrypted at all times—both inside
and outside of government enterprises.

Information Governance
e-Government provides a secure and integrated framework for effective information
governance. It incorporates the tools needed to maintain policy in one central location and
centrally manage the content and processes within their source systems. In the feature
above, Melbourne Water is using e-government to keep its assets secure, transparent,
and accurate so that it can deliver on its mission to provide water services to the public.

Accountable e-Government
While there are many good reasons for government organizations to implement
information governance programs, regulatory compliance is a significant business driver.
Other drivers include business continuity, savings on storage and infrastructure,
unimpeded knowledge sharing, stronger security and privacy, and the ability to respond
quickly and proactively to investigations of all types.

Critical Priority High Priority Moderate Priority Low Priority Not a Priority

Ability to comply with regulations

Better executive decision-making for strategic planning

Improved customer relationship (loyalty, experience, etc.)

Faster time-to-market with new and existing products and services

Increased revenue

Ability to react quickly to market changes and opportunity

Improved business process

Improved purchasing power with partners and suppliers

Expanded and optimized manufacturing processes

0% 20% 40% 60% 80% 100%

Base: 127 Data Management Professionals
FIGURE 3.13: Compliance is a Key Driver10

10 Michele Goetz, Henry Peyret and Alan Weintraub, “Data Governance Equals Business
Opportunity. No, Really”, Forrester Research, May 20, 2013.

E-GOVERNMENT OR OUT OF GOVERNMENT 51

 CHAPTER 3

In all countries, countless government regulations, industry standards, and company

procedures exist. Non-compliance can lead to poor performance, financial penalties, and
even criminal charges. Transparent government requires well-documented processes
with appropriate internal controls to ensure the legal and prudent use of taxpayer funds.
With increasing amounts of data, there is also the growing complexity of legal and
regulatory requirements, including the mandate to convert hardcopy documents to digital
format. Establishing a single source of the truth across multiple sources involves
managing structured data, unstructured content, and emerging data types, such as social
media, securely as records, both inside the firewall and in the cloud.
e-Government delivers a seamless compliance solution that connects procedural
guidance with documentation, process execution tools, reporting and audits, and
integration with ERP systems. It acts as a central nervous system to capture, track, and
report on regulatory requirements. e-Government brings consistency and scale to the
management and preservation of information by incorporating records management with
solutions for archiving, email management, search, and e-discovery.

Content/Records/Document Management

GIS/Cartography

Citizen Call Centers/CRM

Analytics

Case/Workflow Management

Traffic Management

Financial Management Reporting

Grant/Benefit Management

Urban Planning

Budgeting, Policy Automation

Tax and Revenue Management

Citizen Portals

Waste and Environment Management

Web 2.0/Social Networks

1 2 3 4

FIGURE 3.14: Records Management as a Top IT Investment Priority for Governments

Effective records management is not just about preservation; it is also about adding value
to mainstream mission activities. Content such as emails, documents, and paper files can
be classified as business records and managed from creation to deletion to comply with
information governance and regulatory requirements, including DOD 5015.2 and MoReq
2010 v1.1.

52
 THE GOVERNMENT ICT LANDSCAPE

As governments move applications and shared information to the cloud, they will be
required to manage records in many locations. Records management provides visibility
for IT governance and data management, and reduces risk by eliminating duplication and
supporting automatic disposition of records according to agency policy. Records
management gives accountability and accuracy of information new force and meaning for
public sector organizations, which is why it ranks as a top IT investment priority.

Create & Collaborate

Capture & Manage

Records &
Information
Management

Store &
Integrate &
Archive Optimize

FIGURE 3.15: Complete Lifecycle Management of Records

With growing open data initiatives, the process of disclosure (in accordance with the USA
PATRIOT Act, for example), has become a tremendous challenge. The ability to assess
relevant information where it resides using one central solution is critical to mitigating the
risks and costs associated with disclosure. Litigation readiness involves identifying
associated content, placing records under secure management and retention control, and
defensibly deleting legacy content to save in storage costs. In the U.S., following revisions
to the Federal Rules of Civil Procedure (FRCP), agencies have taken significant steps
toward reducing the costs of e-discovery, at a potential cost of $15K per year, by
implementing records management.
A holistic e-government approach includes archiving capabilities that interface with many
content sources and locations where information is stored, such as file shares. Archiving
information makes it much more accessible in the event of discovery or audit, reducing
the time it takes to find information to hours as opposed to weeks. This is explored in the
excerpt from an interview below with a Manager of Governance at a Canadian
independent electricity operator.

E-GOVERNMENT OR OUT OF GOVERNMENT 53

 CHAPTER 3

Storage
$5000

Probable e-Discovery
$15,000

FIGURE 3.16: The Cost of eDiscovery11

As illustrated in the interview, e-government provides a high-capacity repository for

storing and managing critical information while preserving context, structure, and links to
associated content to add long-term, evidentiary value.
As well as accuracy, standards are critical to e-government deployment to ensure that all
relevant elements of accountability are addressed. Some of the most commonly used
standards include Control Objectives for Information and related Technology (COBIT),
ISO 27001 (part of a growing family of ISO/IEC Information Security Management
Systems), NERC 1300, the PCI DSS: Payment Card Industry Data Security Standard and
others such as FIPS Publication 200 and NIST 800-53 in the U.S. As government
organizations outsource services to the cloud, strategies around security have expanded
to include data loss prevention (DLP) which is comprised of systems that identify, monitor,
and protect data to minimize both intentional and unintentional data loss. Security in the
cloud is explored in more detail in Chapter 14.

Jake Frazier and Anthony Diana, “Hoarders: The Corporate Data Edition”, Law Technology News, December 19,
11

2012, https://www.cgoc.com/resources/hoarders-the-corporate-data-edition (accessed February, 2014).

54

Independent
Electricity
System
Operator
Working at the heart of Ontario's
power system, this not-for-profit
entity connects all participants in the
process of delivering power:
generators that produce electricity,
transmitters that send it across the
province, retailers that buy and sell
it, industries and businesses that
use it in large quantities and local
distribution companies that deliver it
to people's homes. What follows is
an excerpt from an interview with
the Manager of Organizational
Governance Support.
“We operate the real-time, bulk electric system for
Ontario. We buy and sell electricity by the minute.
While we do that, we have to maintain the
reliability of the grid to ensure that every-thing is
working well. We don’t want any blackouts like the
one in 2003, so we do a lot of procedural work to
make sure that the information we use enables us
to keep the grid working.
My focus is on governance—providing and
enforcing the rules and regulations for all of
the generators and transmitters in Ontario.
TRANSFORMATION IN ACTION
One of the biggest challenges we face from
a governance perspective is keeping our
information accurate, available, and
accessible. Our previous records
management solution was very difficult to
use. As a result, the management of
information, especially records, was
haphazard and a big risk to the organization.
With our new system those risks have largely gone
away because users can easily store, find, and
manage information themselves. When we had to
supply evidence to an auditor for example, we
used to have to prepare months in advance to
make sure that we had all the information we
needed. Now it takes weeks or even days.
In fact, when an auditor is in the room trying to
assess whether or not we are compliant with
regulations, we can pull information out of the
records management system on the fly—a
huge improvement for us. In fact, a lot of the
information that we use to improve
performance is based on evidence files that we
keep for compliance purposes. The people that
operate the grid can use information from the
system in real time to keep the lights on. It’s a
huge advantage for us to have 24/7 availability
of this information.
The system has given us process efficiency,
information quality, and reliability. For example,
for the year 2013, no overtime was required by
our records management staff. But what the
solution is also giving us, which wasn’t
anticipated, is increased transparency and trust
with our market participants and stakeholders.
The adoption rate and the excitement that people
are showing for easier access to information is
unbelievable. I get phone calls on a weekly basis
from people who say, “This is really good, I want
to do something more with it.” And that to me is a
really good sign of success.”
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