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IBM Government Virtual Briefing Center
Briefings

The following webcasts are available in the On Demand Auditorium:

Session: Open for Outcomes: Leveraging Information for Prosperity

Fiscal and economic uncertainty is growing. Even as governments scramble to cut costs, they are seeking new recipes to kick-start new economic growth. They may already have one.

A new report on this issue by the IBM Institute for Business Value says that if we think about it differently, "opening up" to leverage information and intelligence might just give governments the opportunity to drive outcomes like innovation, jobs, new economic growth with citizens, while avoiding costs. But "open" can mean something different to each government around the world, and at each level of government. It's time to reset the perspective and "open" for outcomes.

Join us and hear the highlights from one of the authors. You also will hear from innovative leaders as they share the steps they took to "open up", the results they achieved and lessons they have learned and what they think needs to happen next. Their experiences will enrich the discussion and, we hope, stimulate your own creative actions.

Top Reasons to Attend:

  • Learn about a historic and global trend of "open" in government. How it's evolved, how government leaders and citizens are reviewing and rethinking "open government" and "open data"
  • Hear directly from government leaders and thought leaders who are already on their journey on the "open" road
  • Clarify perceptions and misinterpretations around "open government"
  • Network with industry experts, partners and your peers real-time within our virtual environment
  • Take advantage of this interactive, complimentary live event all from the comfort of your own office


Who Should Attend:

This event is targeted at government officials in federal, state, local, regional, provincial and municipal agencies and organizations and councils that spearhead cross-government initiatives, particularly data intensive organizations that collect non sensitive information.

Session: The Power of Analytics for Public Sector Webcast

In the face of mounting complexity, smarter, collaborative, fact-based decisions are more important than ever to deliver and exceed expected results. Today's unprecedented "information explosion" can paralyze government organizations as they ad-dress increasingly intertwined public issues. Yet, a historic op-portunity exists to accelerate desired outcomes by using analyt-ics.

The IBM Institute for Business Value (IBV) surveyed over 100 public sector leaders, from governmental organizations (e.g., federal, state and local), non-profit, non-government (e.g., pub-lic health care, non-profit associations, academia) organizations worldwide to help organizations understand the opportunity to leverage the information explosion for better decisions and actions relevant to the public sector context. According to the recently released study, The Power of Analytics for Public Sec-tor: Building analytics competency to accelerate outcomes, a more complex world is driving a new working environment that increasingly uses analytics and is also compelling the need for analytics as a management competency.

Join us for a review of the study results and learn how other government leaders are using analytics to achieve and/or influ-ence the outcomes that matter.

Session: Public Safety: The Memphis Police Department Story

With traditional policing practices unable to thwart a rising rate of criminal activity and budgets tight, the Memphis Police Department (MPD) pioneered a way to focus their patrol resources more intelligently. By using a predictive enforcement tool, MPD can recognize crime trends as they are happening, and enable precinct commanders to redirect patrol resources and thwart crimes before they happen.

Session: Gain Insights, Optimize Resources and Results

Having discussed best practices for leading your government organization to successfully achieve your mission, and leveraging information and insights into actions and outcomes. How does a government leader ensure that he or she has helped the organization set the right goals, measure performance and provide visibility to your organizations actions to both citizens and regulators alike? Public sector organizations today face the same challenge as those in the private sector - the need do more with less. But they must do so under greater scrutiny from legislators and the public and without the top-down authority that private companies can wield. One potential solution for government organizations is a performance management approach to improving outcomes and rebuilding a sagging public confidence in government. Performance management involves defining key priorities, measuring progress toward goals and analyzing and communicating results to stakeholders. In the past, these tasks would have been prohibitively time-consuming, given the paper-based processes and legacy IT systems most public organizations must use. But today, government performance management is made simple, efficient and effective by solutions developed by IBM.

Session: Using Analytics in the Public Sector

During this session, the lead researcher will give participants a preview of the findings, which will be released in February 2011.

What does "Analytics" mean for the public sector? OUTCOMES

Why does data matters and how do you turn it into knowledge for Government Organizations? knowledge that drives outcomes.

Getting back to the basics: how are governments making better use of analytics to protect lives, stabilize the economy and better serve citizens.

Session: Capitalizing on Complexity

To find out, we held face-to-face interviews with 1,541 chief executive officers, general managers and senior public sector leaders, including 329 respondents from public sector organizations based in 22 countries. Our public sector sample includes governmental and non-governmental (non-profit) organizations operating at multiple jurisdictional levels, including central or federal; regional, state or provincial; local or municipal; and multilateral. Our conversations with these respondents offer valuable insight into the agendas and actions of global leaders.

In our past three global CEO studies, CEOs consistently said that coping with and managing change was their most pressing challenge. In 2010, we identified a new primary challenge: complexity. CEOs told us they operate in a world that is increasingly volatile, uncertain, multi-faceted and structurally different. Many shared the view that incremental changes are no longer sufficient.