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EMEA GovernmentCustomer Case Studies

Ludger Helm

Marketing Director, Public Sector, EMEA

Customer Case Studies Structure

• Who is the customer ? Key Business Requirements

• What are the Business Challenges?• FileNet ECM Solution

Description, Size, Functionality• Benefits

ROI, Before – after comparison, Why FileNet• Quotes, Architecture, … (optional)

In presentation mode clicking on a case on the „Content“ slide will navigate to the first slide of the respective customer case.Clicking on the FileNet logo in the right lower corner will lead back to the „Content“ slide .

ContentContent

• Case Studies• National Assembly of Wales – UK • Federal Tax Administration – Switzerland• Virginia Tax Department – USA• ANVAR – France• Deutsche Forschungsgemeinschaft – Germany• I.N.A.I.L. – Italy• INPS – Italy• Missouri Public Services Commission – USA• Foreigner Administration – Switzerland• Miami Dade Clerk of Court – USA• City of Helsinki – Finland• HM Treasury – UK• Uitvoering Werknemersverzekeringen – NL

National Assembly for WalesNational Assembly for Wales

• National Assembly for Wales• Regional Parliament

• Regional public administration

• 3,500 employees

• Budget: approximately £11bn

• Common Agriculture Policy Management Division• 17.000 customers (farmers, agri-businesses, landowners)

• 550 staff

• 3 Regional Offices, 9 Smaller Area Offices, a specialist GIS centre and HQ

• Annual subsidies worth approximately £270m


• Key Business Requirementsas prerequisite for payments from Brussels andto prevent political protests:

• Faster payments of grants and subsidies

• Elimination of errors in the payments

• High demands on security and confidentiality while providing traceability and verifiability

• Key Conceptional Driver:• Capability to reuse process and technology elsewhere

• Reduction of administrative overhead, cost reduction

• Better customer service, better employee experience

• Better process visibility / management information


• Challenges:

• Slow payment of grants and subsidies to 17,000 farmers

• Accommodate 2500 rule changes per year• Sheep Schemes, Cow Schemes, Corn Schemes, etc.

• Heavy reliance on clerical input to old system, with much paper chasing

• Lack method of getting independent confirmation of farmers claims

• Distributed operation with 550 users in 14 locations across Wales


Payment

FormsScanned

Business Rules Engine

IntegratedDocumentManagement

Generic Process Multi-Skilled Team

>>>>>>>>>>>Inspections >>>>>>>>>>>

Receive & Lodge

Scheme Claim

Validate

Claim

Calculate

payment

Recommend&

Authorise Claim

Notify

Claimant

Pay

Claim

GIS

http://images.google.fr/imgres?imgurl=www.zamirnet.hr/unija47/Formular.gif&imgrefurl=http://www.zamirnet.hr/unija47/zahtjev.html&h=1693&w=1117&prev=/images%3Fq%3Dformular%26svnum%3D10%26hl%3Dfr%26lr%3D%26ie%3DUTF-8%26oe%3DUTF-8

http://www.alnmarin.co.uk/nccc/cottage/harbottle.jpg


BPM: Workflow - Business Rules - GISBPM: Workflow - Business Rules - GIS

Calculate land parcel area

0.745 ha

0.745


Accessibility and IntegrationAccessibility and Integration


• with FileNet:

• Faster payments and reduction in errors and complaints

• Use GIS to confirm claims (fraud prevention)

• Changes in rules and regulations can be done, via process, in minutes vs. weeks or months

• Ability to smooth workload peaks

• Web interface for claims & queries

• Reduction in administration overhead

• Staff concentrate more on value-add – exception work

• Staff performance increased in promotions.

• Now most popular place to work in Wales• Culture improvements - flexibility, openness, customer focus.

(Had been a bad environment)

2 million Euro per year in savings


• Results

• Economic ROI• 2 million € / year in savings

• Political ROI• Reduction in errors and complaints, fraud prevention• In time adoption of CAP rules changes

• Social ROI• Internal: most popular place to work in Wales• External: faster payments

• Federal Department of Finance• Swiss Federal Tax Administration FTA

• Office for VAT

620 Employees

290,000 Customers / Tax Payers

480,000 Electronic Files

1.5 Million Business Cases

13 Million Pages (+ 5 Million / Year)

“EFIM”“EFIM”


Scaning

Indexing

- Barcode-Recognition - OCR / ICR - Host Integration - Quality Assurance - Re-Scanning

Distribution

• Distribution Rules• Group Inboxes• individual Inbox

Preparation

Incoming Mail

Case Management (Inboxes)

-Case Management

manual

Workflow System

- Incoming Post- Case Management- Resubmittance

- LOB Integration

Electr. File Prepearing

Files & Documents

Optical Platter

Group/PersonalInbox

• Benefits• Cost Reduction• Shorten Cycle Times• Less Storage• Better Working Conditions• Consolidation of fragmented Repositories• Better Tax Collection


ANVARANVAR

• Agence Nationale de valorisation de la Recherche(The French Agency for Innovation)

• Mission:Promoting and financing innovation in French industry particulary for SMEs. Facilitating the emergence of new products and processes in all fields of activity.

• Reporting to the French Ministry of Finances (MINEFI)

ANVARANVAR

• Key Business Requirements• Maintain decentralized organization (25 regional offices) to

initiate and service loans• Close relationship with local companies• Local Politics implementation

• Maintain centralized control for government reporting due to funds from

• European Community (Ereka, Tafti, …) • National funds (Minefi)• Regional Funds

• Business Challenges• Controlling the funding decision

• Process applications for 8,000 companies annually• Cross-branch cooperation problematic

– Production, Accounting, Accounting Planification– Manual processes very complex & forms intensive

• Reducing Errors• Payments• Fraud

• Accounting rule changes require• better reporting • maintain records for 5 years

ANVAR

• Solution:• Unifying the Processes

• 25 regions• Across the branches

• Centralizing Information • Securing Documents• Providing Access to all files with security• Global vision of projects

• Improving reporting• Interface to existing accounting system • Better and faster services the business world• Reporting to the parent Ministry (French Ministry of Finance)

ANVAR

ANVAR

PG3 Funding payback

R2 Create / Update Custoemrs list

C1 Prospection

P2 File

constitution

R5 Create /Update

Contacts Database

PG1 Program

Initialization

C2 Pre-File

lnstruction Follow-up

C3 File Instruction Follow up

C4 Customer Follow up

C5 Negociation Follow up

R1 Create / Update Partners list

C6 Partners Follow up

P4 Instruction

P5 Decision

And contract

P4' Rating

R4 Create / Update Legal documents

PG2 Partial payment

PG4 Incidents

CTA3 Budget Follow up

R6 Create / Update

Experts list

R7 Create/Update

Data

G1 EDM/Searches

G2 Customers File archiving

G3 Acquisition G4

Publication

G5 Customers Reference Production

Contact Management Production EDM Accounting

Planification

Activities Piloting

Partner F

orm

Notification Partner Invocation

Customer Form Commission File

Next Steps

P6 Contract Verification

Close File

Payments planning

Notification

funding

Payments planning

Custom

er reference Notification

Experts

Delete O

ffering

Notification

PG5 Closing

R3 Create / Update

Offering

Indexation

Ending negotiation notification

Conclusions

Reminder

Request Form Notification

P1 Pre-File /

instruction

P3 Ordering experts reports

Custom

er Form

File

PG7 Risk evaluation

Contract Update

Notification

CTA1 Budget Planning

CTA4

Budget Closing

CTA5 Slip registration

CTA6 Payment

CTA10 Other accounting

tasks

CTA13

Paym

ent Certificate

Slip

Echéancier devis

Request Form

Prospect Form

Request Form

Prospect F

orm

CTA9 Third parties

accounting CTA7

Incomes managements

CTA8 VAT registration

CTA12 balance update

CTA11 Cash management

PG6 Innovative

projects management

CTA2 Budget Execution P

ayment F

orm

Debts notification

PO1

Objectifs n+1

Paym

ents Initialization and follow up

Engagem

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Notification

Paym

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Payments planning

Payments planning

Evaluation Form N

otification

Notification F

ile Closing

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Update customer’s account and debts status

Eureka

Accounting

Payments planning

Data Management

Contract

Reference File

Prospect F

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Prospect Form Pre-file

Indexation

R8 Create / Update

Accounting database

• Benefits• Met new reporting requirements• Higher productivity

• Enter data once into e-form• Fewer errors & overpayments• Rapid information retrieval

• Better control of branches• Greater collaboration• Global vision of partners and customers• Reduce possibility of fraud

• Better image for ANVAR• Better service to customers• Better reporting to government

ANVAR

Deutsche Forschungsgemeinschaft

• Independent Organization of the German Scientific Community

• Tasks

• Leverage research

• Leverage cooperation amongst scientists

• Cultivate international scientific relationsships

• Educate and support the new generation of academics

• Consult public entities on scientific subject matters

• = Main Research Funding Institution


• Business Challenges• 35.000 Applications, ~ 2,4 Mio Documents per Year

• Complex, distributed process structure:• Applicants from the universities and research centres (public and

private)• DFG staff to manage and prepare decisions, control fulfillment• Independent experts as appraisers

• Some hundred different programs, only some IT supported

Long cycle times

• Key Conceptual Driver• Integration in existing infrastructure

• Fit to IT strategy


• FileNet ECM Solution “DMS ElektrA”

• supports the main business process in the DFG office: applications on grants & subsidies

• ~ 450 users (content and process management)

• Integrates applicants, DFG staff, and external independent experts (appraiser)

Outlook

dMS

ELEKTRA

Workflow


• Benefits

• Elimination of stove pipe applications and multiple data capturing

• Flexible to changes in the organization and program changes

• Tight integration of structured and unstructured information

• Better customer service: reduced cycle times, transparency of business processes considerably increased

• Estimated cost saving: ~ € 1 Mio/year


• System Architecture

• Who is the customer: • Italian National Institute for Insurance Against Industrial

Injuries; central public agency with a widely distributed network of offices and more than 11,000 employees throughout the country

• Key Business Requirements:• Use of law compliant technology • Enhancement of services • Improvement of information sharing with companies and citizens• Employees requalification• Paper cost saving

I.N.A.I.L. - ItalyI.N.A.I.L. - Italy


• Business Challenges:

• Increase of efficiency and responsiveness to the companies and citizens; central public agency

• Compliance with the new set of rules and laws for the modernization of the Italian Public Administration


• Project

• 3 steps:• 1st step: document enabling of insurance policies, welfare services

to citizen, etc• 2nd step: record management application, compliant to Italian laws.• 3rd step: Process automation and Disaster Recovery

• 200 systems have been installed in 20 regional offices, 148 local offices and 70 territory operation centers

• 6,000,000 documents required annually, with an average of 30,000 documents retrieved and accessed daily

I.N.A.I.L. - Italy

Digital Signature

Other Institutions Paper Archives

RUPA

Images

and Data

DocumentsDocumentsCircularityCircularity

Branch Server

Branch Server

INTE

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CA

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CEN

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Companies and Citizens

• Architecture

Workflow BrowsingWeb

Acquisition & Protocol

Assignment

Integration with Institutional Procedures

I.N.A.I.L. - Italy

• Benefits• Improvement of customer relations

• quality • response time reduction

• Employees requalification• Compliance with the strategic requirement of the Public

Administration reform

I.N.P.S. - Italy

• Who is the Customer• Italian National Institute providing Social Security Services

• Key Business requirements• Use of law compliant technology• Reduce process time to manage the citizen’s request • Reduce dependency on paper• Protect security and privacy of information• Info sharing between different Departments

I.N.P.S. - Italy

• Solution: • Management of records / files of the insurants at 63

peripheral offices and 4 Central Departments; documents are accessed via Intranet from any office

• 1,100 users• More than 100,000,000 on line documents • ICR, OCR integration• Planned implementations:

• Workflow system• Record Management• Centralised Mailing system• Web Portal

I.N.P.S. - Italy

Citizen

Companies

MULTI CHANNEL CONTACT

Branch Front Office

FRONT OFFICEMilano

HEAD QUARTER

CALL

CENTER PORTAL

Local Processes

Status

NationalProcesses

Status

Classification

Protocol Assignment

Acquisition

BACK OFFICEMilan BACK OFFICE

Naple

• Business Challenge• Internal working processes reorganization, functions re-

readjustment;• Compliance with the new set of rules and laws for the

modernization of the Italian Public Administration

• Benefits• Improvement of service to citizens• No more loss of information• Easy and secure access to documents via Intranet

I.N.P.S. - ItalyI.N.P.S. - Italy

• Administration for all foreigner related issues• Asylum• Passports / Visa• Temporary residence permits• Temporary work permits• Control foreigner laws

Foreigner Administration St. GallenForeigner Administration St. Gallen


• Business Challenges• 52 employees

but• 92,500 potential customers (2000 – 2500 asylum seekers)• 500 – 800 incoming mails / day• 150,000 cases / year• 160,000 personal files, 1.8 mio documents

• One Solution that fits all needsDisplay Document from ArchiveIncoming

Document

ELAR(Electronic Archive)

Inbox Case Management

Workflow(process definition)

ArchiveArchive

InitiateInitiateCaseCase

AVOR /Scanning

Case Management


• Solution by a competitor

• Electronic Files and Process Mgmt. By FileNet partner APUS4

• Paperbased Solution

Study of the statistical office Kanton Zürich (2003)


Miami Dade Clerk of CourtsMiami Dade Clerk of Courts

• Background• 3000 cases per day• 6th Largest Traffic Court in the US• 28 geographically dispersed courts

http://miamidade.gov/index.jsp?group=main



• Pre-SPIRIT Challenges:

• Case handled minimum 37 times

• Growing backlog of cases and lost revenue – speedy trials

• Often times took 3 weeks for entry in system

• Poor Customer Service: Staff spent significant time shuffling files

• No visibility into size of backlog, employee efficiency or bottlenecks

• Millions in Police Overtime

• Errors in Disposition of Case by Judges

• Had to dismiss many cases because of backlog = Lost Revenue

• Safety Concerns of Mail Handling

• Attorneys come down to review documents and file motions




• Deployed: • Automated capture from several different jurisdictions• Rules based Automated Calendaring & Routing based on

offense• Access for staff, lawyers, citizens and judges• Interacts with PD Justice Systems, State DMV




• Results:

• Made all existing systems work with each other as opposed to producing paper to go into a file

• 60% increase in Fine Revenue

• Reduced Headcount from 240 to 180 = $1 million savings/yr.

• Citation entry from 3 weeks to 3 days

• After Court Processing from 2 days to instantly

• And reduced error rate from 15% to nearly 0%.

• Reduced Clerk staff overtime from 400k to 200k

• Turned old storage floor into productive use of space for County

• Reduced Police Overtime by $7 million.



• Capital of Finland1.2 Mio innovative citizens 24-hour city administration

• Business Challenges • 40,000 city employees (13,000 within 36 city government

departments need information acccess)• Stove pipe applications• Departmental, not scaleable repositories• Data inconsistencies among city departments

long, costly decision processes

City of HelsinkiCity of Helsinki

• FileNet ECM Solution:• 13,000 employees access cross departmental, city wide

repository• Inter-departmental process management• Unified and common platform, that integrates into

proprietary case file management system• Integrates with legacy applications• Web-enabled • Extremly flexible to accommodate future change

officials and department managers can quickly adopt political changes


• Benefits• Immediate cost-savings from decommissioning

departmental software• Faster response to citizen inquiries• Better decisions made by city official based on more

complete and accurate documentation• 24/7 web-enabled government access for citizens of

Helsinki• Better use of taxpayer funds• The potential for positive publicity in favour of city officials



Raija Ollikainen, IT office, City of Helsinki:

As an example of Helsinki’s historic determination to further the city’s growth, over 350 years ago the ruling body opted to move the entire town further south in the interest of its growing economy.

Today economic change doesn’t come by moving a city, but by improving business processes through automation. As it has done time and time again, Helsinki has chosen the path to greater progress – this time with the best available ECM solution.

• Improve the UK’s economic performance through the development of appropriate government policies

• Business Challenges• Keep accurate audit trails

(traditionally tru a paper-based filing system)• Huge volume (~1000 documents/day)• Serve around 1000 seats • Minimise end-user resistance to establishing a new way of

working

UK: HM TreasuryUK: HM Treasury

• FileNet ECM Solution:• > 1 mio. documents• ~ 40,000 folders

• Benefits• Accountability compliance • Efficiency gains

Jim Toller, project manager HM Treasury:

“There have been fringe benefits in terms of working processes and costs, but the key driver was our requirement for a quality document management system.”



Jim Toller, project manager HM Treasury:

“There have been fringe benefits in terms of working processes and costs, but the key driver was our requirement for a quality document management system.”

• Responsible for the implementation and execution of the Dutch laws around the unemployment and disability insurances of Dutch citizens

• Merger of six organisations since 1 January 2002• GAK - Public Administration

• USZO - Government, Education

• Cadans - Health, Retail, Craftmenship

• Sfb - Company Pensions, Employeur’s Risks

• Guo - National Health Act Insurances• Lisv - Head Organisation

Uitvoering WerknemersverzekeringenUitvoering WerknemersverzekeringenUitvoering Werknemersverzekeringen

• Challenges:• 25% reduction in administrative costs

• Reduction in staff: ± 22.000 FTE 12.000 FTE

• Reduction of branch offices: ± 167 27

• Reduction of ICT Applications: ± 1600 ICT Applications • 700 in 2005• 400 in 2009


• Why did we choose in such situation for the development and implementation of an e nterprise content management?

• Costs reduction through

• Quality improvement– Required information available

any place, any time, any channel– Improved customer service

• Efficiency– Minimising logistics– Workflow leads to agility / time-to-market

• Mobility for employees

• Straight thru processing: Front office, back office, call center

• Customer focus / Selfservice


• Architecture Principles

• Restructuring of ICT Architecture around functionality• Best-of-breed approach• Avoid vendor-lock-in• Implementation per functional area

• Open standards and methodologies• Loose coupling• Services Oriented Architecture• Message-bus• XML/SOAP


Inter-/IntranetInter-/Intranet

BPM

WFM

Prim.Syst.

Prim.Syst.

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Architecture

Uitvoering WerknemersverzekeringenUitvoering Werknemersverzekeringen

• Directory Layer

• Task related and process specific

• Authorisation

• Privacy policy

• Flexibility

• Index

• Recordmanagement

Choice for FileNet P8


Stability Change

Separate budget for innovation for future requirements

Going concern Innovation

Init

iati

ves

Stra

teg

yBusiness pays for

going concern and business cases


Dilemma for Senior Management


• Non-Interest

• Rejection

• Adoption

• Acceptation

Non-Interest

Adopt

ion

Acceptation

Rejection

€

ExpensesSavings


Cycle: Innovation - Acceptation


• Innovation in ICT is essential in a post merger organisation• Conflicts with operational management, which is focused on people

management issues

• Technology driven innovation with limited business input • Waiting is no option: call for innovative solutions from the operations

management will be too late, or never

• “Expert approach” is adopted on basis of insight and vision of future requirements of the organisation

• Adoptation is not by force, but by “incentive” • Sponsors from within management team are crucial

• Alignment with early adoptors and internal entrepreneurs

• Funding issue: the early adoptor cannot pay the full expenses


Lessons Learned


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