In BC today, government has an aging workforce:

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2 The Coming Tsunami Huge Numbers of Workers Retiring Changing Workers (Y Generation) and not enough Increasing Volume of Information to manage (electronic & paper) Increasing Taxpayer Expectations for Access to Information in a Timely Fashion, not to mention accountability No Additional Funding

3 Aging Workforce In BC today, government has an aging workforce: 7% of workers are less than 30 years of age versus 26% in the general labour force 45% of managers & 35% of union employees are eligible to retire by 2015 In Canadian Public Service: 1 in 3 employees are over age 50 33% eligible to retire by 2015

4 Aging Workforce 2008 Ipsos-Reid Survey of BC s Local Government Managers: 70% cite growing skills and knowledge shortage Estimate 25% of managers will retire in next 5 years Only 30% of organizations have succession plans in place

5 Aging Workforce Work in government a click away; Doors open in public sector, with one in three employees expected to retire by 2015 (January 28, 2009 National Post) Municipal job flow to increase steadily; Municipalities looking for ways to attract young workers to public service sector (November 22, 2008 Montreal Gazette)

6 Aging Workforce US reports greater annual growth rate in local government sector than other public sectors between (US Bureau of Labor Statistics, Summer 2009): Local Government: +2.14% State Government: +0.91% Private Sector: +1.57% Where are all the younger workers to fill all these vacant positions?

7 Aging Workforce While children worldwide outnumber old people by 3:1 today, by 2050 that ratio will be 1:1 By 2050, the total number of those aged 100 or more in the world will increase from 60,000 to 600,000 By 2018, the number of people over age of 65 in Canada will outnumber children in Canada (Institute of Public Administration of Canada - Sekaly, Gabriel November 2007)

8 Growing Information Crisis Extensive Growth in Documents (paper & electronic) & Other Records Cost of Freedom of Information Increasing (operating costs & FTEs) & Growing Scrutiny for Non-Compliance Information Retrieval is Mission Critical but where is all that information?

9 Growing Information Crisis The most valuable documentation is most often littered across department manager s desks. It is a gigantic organizational problem where documents exist. (Scott Cooper, Lotus Development Corp)

10 Growing Information Crisis 80% of government electronic info is now in text files or documents versus 20 years ago when it was in number crunching applications (The Economist, 2008) Global consumption of office paper more than doubled in the last 20 years due to digital technology and the web s billions of pages to print (The Economist, 2008)

11 Growing Information Crisis Average organization spends $20 to file a document, $120 to find a misfiled document and $220 to reproduce a lost document (Gartner Group) 7.5% of all documents get lost, 3% get misfiled, and the average professional spends 50% of their time looking for information (Gartner Group) Average worker spends 5% of time reading information, 15 50% of time searching for information with success 50% of the time or less (KM World, 2004)

12 Growing Information Crisis Typical paper filing system, with dedicated person pulling and filing, takes 6 minutes on average to pull and re-file a document (HalSystems, 2005) Average cost to fill and maintain a single 4 drawer file cabinet is $6,200 per year (HalSystems, 2005) Typical worker spends 150 hours per year looking for documents = $2,524 / worker (based on $35,000 annual salary) (HalSystems, 2005)

13 Growing Information Crisis 200 documents per day would cost $78,000/year to file (200 documents X 6 minutes = 1,200 minutes daily / 60 minutes per hour = 20 hours X $15 per hour = $300 per day X 260 days per year = $78,000 per year) (HalSystems, 2005) Average document is photocopied 19 times (PricewaterhouseCoopers) There are over 4 trillion paper documents in the US alone, growing at rate of 22% a year how much does the office to house all these filing documents cost? (PricewaterhouseCoopers) 200 billion s sent everyday = 15 petabytes of new information = 1 million gigabytes! (IBM)

14 Growing Information Crisis Holes in information management practices are never more evident than when crisis strikes can we clearly document who knew what when and how they know it? Take the collapse of the US financial sector as an example: in a Sept 2008 survey of thousands of employees of 150 companies, 40% reported only marginal effectiveness in managing electronic information and over 40% reported only marginal confidence their electronic information is accurate, accessible, and trustworthy

15 Freedom of Information Challenges Public expects IMMEDIATE access to information Increasing public awareness of FOI obligations is likely to increase the number of information requests and the scrutiny of how public entities respond In 2008, 1/3 of BC government responses to FOI requests exceed the legislated 30 day limit FOI costs are going up from : BC ministries FOI operating expenses: +141% BC # FTEs responsible for FOI: +48% BC Information & Privacy Commissioner Operating: +31%

16 Freedom of Information Challenges 2009 audit of municipal, provincial and federal compliance with FOI laws found: Disturbing inconsistencies in whether information was provided, how quickly information was provided and the associated costs Compliance ranged from fair to terrible An increased onus on government to be accountable in light of taxpayer money being used to stimulate the economy (Canadian Newspaper Association, January 10, 2009)

17 Freedom of Information Challenges 2009 Annual FOI Audit Report of the Canadian Newspaper Association recommended: Enhanced tracking systems Centralized information access Increased use of technology (January 10, 2009 Montreal Gazette)

18 Why are public demands for on-line access to info growing? Internet Usage: 1995: 4% 2006: 75% (Nielsen) In 1997, home PCs passed TVs in units sold Internet Users: (Retail Week) 1999: 30 million 2006: 973 million (World Trade Organization)

19 No Additional Funding Numbers tell the story: For every tax dollar collected in Canada: 50 cents goes to federal government 42 cents goes to provincial government 8 cents go to municipal government Municipal responsibilities are growing, off-loaded from other levels of government, BUT funding is not

20 What do Canadians Think? Without change, public service may become irrelevant during the 21 st century Citizens are becoming increasingly connected and interdependent and government needs to follow Government must focus on performance, value for taxpayers dollars, quality service and the achievement of outcomes that are meaningful to Canadians Government must remove barriers to innovation including fear Government must change to attract the new generation of workers (Public Policy Forum, June 2007)

21 Strategies for Success

22 Strategies for Success Embrace the Era of Collaboration: Collaboration is not optional any longer In the past, the public sector could develop solutions and policies in isolation but no more Today, collaboration is necessary between departments and external with constituents to achieve results citizens expect now Departments can no longer operate as silos unto themselves Site users who believe web sites are responsive have higher levels of trust in the organization (Tolbert & Massberger, 2006)

23 Strategies for Success Welcome Web 2.0 and Social Networking Tools to your Organization FaceBook, MySpace, Twitter, Linked-In, Wikis, Blogs, RSS Feeds, Video Streaming, etc. 2/3 of world s Internet population visit a social network or blogging site and this sector now accounts for 10% of all Internet time (Nielson, 2009) FaceBook is now having a significant impact within the public sector: By August 2009, it was the 4 th largest site in the world Age of users is aging fastest growth with year olds

24 Strategies for Success 2,880 new blogs are created every hour & Twitter grew 1,382% year over year in Feb (Nielson, 2009) Social Networking Tools can help you to: Become an innovation-friendly organization Attract a new generation of workers Be more pro-active in sharing information Increase citizen trust Facilitate the sharing of ideas from across the organization as well as outside it

25 Strategies for Success Specific uses of Social Networking Tools: Connecting workgroups (such as using Twitter informally) Sharing information quickly (such as with Wikis) Recruitment efforts (Linked-In) FAQ/suggestions Announce events Promote cooperation internally Etc, etc, etc

26 Strategies for Success Improve Knowledge Management (KM): Faster response times to all issues example: FAA now uses social networking tools to improve their disaster recovery response times Innovation example: Cisco staff have an Idea Zone which is an internal wiki where they can post and comment on business ideas Cost Savings examples: University of Calgary reduced paper consumption from 72 million to 50 million pieces of paper in past 3 years Ford reports $914 million cost savings due to KM from Texas Instruments reports $1 billion savings since 1995

27 Strategies for Success On-Line Government growing along with public expectations for on-line services examples: many municipalities have great examples too Tools to Facilitate Citizen Engagement: Input/Survey/Tracking tools to solicit input from public Audio/Video Streaming of critical meetings VERY common in United States Mobile web applications

28 Strategies for Success SaaS Model & Cloud Computing Much lower cost deliver of software services doesn t have to be in-house

29 Strategies for Success Understand the Next Generation of Workers the Y Generation (Millenials Echo Boomers): Birth dates ranging from late 1970s to late 1990s Grew up with computers and the Internet Active users of texting, FaceBook, Twitter, YouTube Used to having a plethora of information available without leaving their computers Average age of post secondary graduation is 24 with more graduate studies/experiences before working More mobile than previous generations like to experience new jobs Impatient regarding change and want to make a difference Have interests outside work & demand work/life balance

30 Strategies for Success OVERALL Embrace Technology How else can you square the challenges of an aging workforce not enough younger workers coming into the public sector to fill all those vacant positions increasing volumes of information to manage increasing public demands for information and enhanced service delivery ALL THE WHILE clearly having to do so with static or possibly declining funding?

31 Technology & Council Buy-In Successful technology purchases are always framed within a much larger context Powerful ROI must be clearly established - spending tax dollars wisely is always welcomed by public Focus on service delivery protections & enhancements versus dollar savings Slow but certain move away from large, traditional, expensive enterprise systems or In-House solutions in favour of web-based, SaaS solutions Frame WIFM for Council and Constituents

32 icompass Services Meeting Management Accountability and Transparency Tracking Solutions File Pro Retirement Demographics Information Growth File Pro Accessible Services and Information Public Service Demands File Pro Meeting Management Increasing Municipal Workloads Growing FOI Demands & Scrutiny Tracking Solutions

33 We can help icompass specializes in the public sector over 400 local government & other public sector organizations We understand the challenges facing local governments across North America We know what technology Quick Wins make a difference We have refined our solutions based on our membership best practices - we are here to serve you BE PREPARED FOR THE COMING TSUNAMI!

34 Contact Us icompass Technologies Inc Todd G. Stone, President & CEO (ext. 120)