Making Mobile Matter: Implementing Your Mobile Enterprise Strategy

MAKING MOBILE MATTER: IMPLEMENTING YOUR MOBILE ENTERPRISE STRATEGY

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WELCOME / CONTENTS

Executive Summary

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Clarifying the Trend: The State of Mobility in Government

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Leveraging the Mobile Opportunity: Results of the GovLoop Survey

Charting the Course: Lessons from Government & Industry Mobile Pioneers Mobile Device Management (MDM) Lessons from the State of Indiana Learning from Citizen Facing Apps: State of Mississippi A Federal Perspective on Mobile – Transportation Security Administration 7 Best Practices from Indiana, Mississippi and TSA Spotlight Interview: Re-Imagining How IT Engages with through Mobile Spotlight Interview: Consumerization and the Government Workforce Spotlight Interview: Enabling Government to Do More with Less Spotlight Interview: Safe and Secure Mobile Adoption

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Crafting the Strategy: Identifying Your Path to Mobile Adoption

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5 Next Steps and Conversation Starters 32 Mobile Strategy Cheat Sheet - Guide in Review 33

Acknowledgements About GovLoop

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EXECUTIVE SUMMARY

One of the most exciting trends in government is mobility. With the flood of consumer devices entering the workplace, the public sector has looked at ways to implement mobile to improve communications strategies, cut costs, increase employee productivity, and transform collaboration across government agencies.

Many of these strategies are still in their early stages. In this report, Making Mobile Matter: Implementing Your Mobile Enterprise Strategy, GovLoop highlights how agencies can effectively implement an enterprise wide mobile strategy. We explore strategies to create mobile apps for employees, the importance of mobile device management services, enterprise app stores, and the impact of mobile on the IT com-

munity. We also consider lessons learned from citizen-facing applications and what lessons learned can be derived from citizen focused campaigns.

Mobile strategies have been promoted at the highest levels of government. In May 2012, the Obama Administration launched the Digital Government Strategy. At that point, only 35% of adults owned a mobile device, while today that number is nearly 50%. Additionally, in May 2013, there are well over one million commercial apps available to download across major mobile platforms.

With the explosion of devices and apps, these tools have begun to enter the workplace

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and agencies are looking to capitalize on the wealth of opportunity presented by mobile. Increasingly, agencies are aiming to be “screenagnostic.� This requires leveraging technology to create new kinds of infrastructures and architectures to support mobile in government.

Organizations are at the early stages of mobile app development and adoption

As mobile becomes the new normal for government, agencies must share resources, best practices and case studies to accelerate adoption. With the integration of additional technologies into the public sector, such as cloud computing, government is now uniquely positioned to take advantage of the mobile revolution, and modernize agencies to suit the needs of an efficient and productive workplace.

Agencies have focused development of apps to assist in collaboration, facilitate remote work and improve employee productivity

When researching this report, GovLoop spoke with industry and government mobile pioneers to highlight the leading case studies, best practices and strategies to overcome common challenges. This report has three distinct sections. The first section of this report outlines the state of mobility in government based on the results of our survey of 155 government innovators and employees leveraging mobile.

Some key highlights from the survey include:

Many agencies do not have the budget or staffing resources to develop enterprise apps

The second section focuses on lessons from industry and government mobile pioneers, providing case studies, lessons learned and strategies from the State of Indiana, Transportation Security Administration, the State of Mississippi, as well as industry leaders from HP, BMC/ Winvale, Dell and EMC. In these case studies, leaders show how mobile is reshaping IT engagement with government employees, the impact of consumerization, how to remain secure and the power of mobile data.

The final section of this report provides a mobile cheat sheet, additional resources and strategies to help agencies get started on their journey to adopt mobile technology.

As mobile becomes the new normal for government, agencies must share resources, best practices and case studies to accelerate adoption.

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Clarifying the TrenD The State of Mobility in Government

Leveraging the Mobile Opportunity: Results of the GovLoop Survey here is no doubt that mobile technology is changing the way we work, socialize and consume information. With the advancement of mobile devices, government employees now have the ability to connect to work at anytime and anywhere. Across all levels of government, IT professionals are looking at ways to leverage mobility to increase productivity among government workers.

According to the International Data Corporation (IDC) Smart Connected Device Tracker, the worldwide shipment of smart connected devices increased by 29 percent in 2012. This explosion has led many agencies to explore how to leverage and manage consumer devices, not only from a Bring Your Own Device (BYOD) perspective, but also in the context of state owned and managed devices.

Recently, GovLoop conducted a survey of 155 government employees across state (20 percent), local (20 percent) and federal (60 percent) levels of government. Respondents represented over 60 government entities, including the US Department of Labor, US Department

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of State, United States Postal Service, Department of Veterans Affairs, Center for Disease Control, Census Bureau, City of Plano, City of Santa Cruz and City of Toronto.

majority of agencies have not leveraged mobile apps for internal efficiencies (73 percent) and Figure 3 shows that agencies do not have plans to adopt mobile apps (87 percent).

Collect feedback and input from staff and key stakeholders: 19%

The survey found that most agencies did not yet have a formal agency-wide strategy in place (See Figure 1). Fortynine percent of respondents stated they did not have a formal strategy and twenty-five percent are currently developing a strategy. One respondent stated, “We are looking into it - we have many communications systems in play by many different agencies and operators within our operating area.

These communications systems can cause spotty reception/transmission issues with many of the mobile tools we have tested.�

For organizations that have released internal apps, the focus has been predominantly on information access for employees, facilitating the ability to work anywhere and anytime. Also, organizations have placed an emphasis on using mobile applications to improve collaboration (See Figure 4).

Serve as a dashboard for review and analysis: 16%

W H AT DO E S YO UR AP P L IC ATI O N ALLO W YO U TO D O? Make it easier for stakeholders to access information from anywhere: 27%

Additionally, the survey explored if agencies have yet deployed apps for internal use by employees. Figure 2 highlights this finding, showing that the

Does Your Agency Have an Agency-Wide Mobile Strategy in Place?

Facilitate collaboration among staff/ project teams: 22%

Have you deployed a mobile application for internal use?

(Figure 1)

(Figure 2)

Engage in performance reporting on projects: 16%

The survey also explored how the apps are delivered to employees. In most cases, this is through third-party marketplaces. As only 18 percent of respondents indicated they have created an internal app store, organizations are still in the early stage of mobile adoption and have yet to leverage enterprise-wide app stores that can be built through mobile device management services.

Although our survey indicated that mobile applications are just starting to be adopted more broadly across government, survey respondents did indicate the role of mobility (Figure 6) and benefits of mo-

Are You Currently Developing an Internal App? Yes: 13%

Yes: 25% Yes: 27%

(Figure 3)

No: 49%

In Development: 26%

No: 73%

No: 87%

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What does your application allow your employees do?

(Figure 4)

Make it easier for stakeholders to access information from anywhere Facilitate collaboration among staff/ project teams Collect feedback and input from staff and key stakeholders Engage in performance reporting on projects Serve as a dashboard for review and analysis

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bile (Figure 7). Agencies are looking to capture information (34 percent) and increase productivity (38 percent) through mobile, and believe facilitating telework (20 percent) and connecting field workers (30 percent) to be core benefits.

A survey respondent said that mobile allows him to, “save time running back to the office to enter information gathered from the field and to access information needed to make informed decisions when called while not at the office.”

Mobile also comes with related challenges, as respondents identified budgets (44 percent) and leadership (42 percent) as the leading challenges for adoption (Figure 8). One survey respondent highlighted procurement as a challenge, as they stated, “Pro-

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curement, which means budget and staffing, long timelines make implementation difficult.” Another respondent stated that, “defining a holistic mobility strategy is the hardest part; many current initiatives are separate projects or pilots.”

K E Y FI N DI N G S FRO M G OV L OO P ’ S S UR VE Y : Organizations are at the early stages of mobile app development and adoption.

Agencies face challenges in education and budgets as barriers to mobile implementation.

Although benefits are clear, many agencies do not have the budget or staff-

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Apps are being developed for a variety of reasons, mainly aimed at encouraging collaboration, facilitating remote work and increasing productivity.

Agencies should collaborate by sharing case studies and best practices to gain insight and assist similar organizations in adopting mobile.

Additional Survey Results Continued on The Next Page

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How is your mobile app delivered to employees?

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Access via mobile web Apple/Android/Windows marketplace Internal app store

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What’s the role of mobile devices and applications within your agency? (Figure 6) Facilitating increased efficiency and productivity Collecting, capturing and sharing information Providing increased intelligence to decision makers Assisting with more robust management of data

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What are the benefits of implementing mobile technology for the workforce? (Figure 7) Connect field workers Encourage real time collaboration Cut costs Facilitate telework

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What Are Your Biggest Challenges to Adopting a Mobile Strategy? (Figure 8)

Budget Leadership Staffing

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Charting the Course Lessons from Industry and Government Mobile Pioneers

Mobile Device Management: State of Indiana he State of Indiana is well known for their web excellence, winning several awards as leaders in government communications. Recently, the State of Indiana has embarked on a campaign to leverage mobile apps as part of the state’s technological strategy. Through a new mobile initiative from the Indiana Office of Technology (IOT), Indiana is driving mobile as an imperative way to create internal efficiencies. Dewand Neely, Director of Desktop Services at Indiana Office of Technology, and Bob Clark, Manager of Enterprise Services spoke to GovLoop and shared their journey to develop an enterprise mobile strategy. Under Neely and Clarke’s lead, the State of Indiana has currently:

Implemented a Mobile Device Management (MDM) solution Created an enterprise-wide app store Developed numerous mobile applications for state employees This is just the start for the State of Indiana.

Officials believe that by designing the proper mobile architectures and placing the proper technology infrastructures to manage stateowned devices, this will lead to a stronger and seamless transition into a BYOD strategy.

Neely stated “BYOD is second on our list right now, so it’s something we definitely want to do.

Initially, we are trying to get the infrastructure built up to support internal and state owned assets. Once we get that addressed and get

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that process ironed out, then we are going to go hard and look at BYOD.” Although Indiana has made great strides in crafting a mobile enterprise strategy, they are still in the early stages of development. Neely stated, “We are in the infancy of our mobile application development phase right now.” In early 2013, Indiana purchased a mobile device management (MDM) server, which they are using to deploy and create internal apps.

MDM solutions provide enormous benefits for government agencies. In a recent report on the subject, Gartner outlined two components of MDM solutions: A policy and configuration management tool for mobile handheld devices (smartphones and tablets based on smartphone OSs) An enterprise mobile solution for securing and enabling enterprise users and

content. It helps enterprises manage the transition to a more complex mobile computing and communications environment by supporting security, network services, and software and hardware management across multiple OS platforms and now sometimes laptop and ultrabooks.

In addition to creating its mobile app store, the State of Indiana has leveraged additional benefits of the MDM solution.

With an MDM solution, agencies can detect rooted and jail broken devices and keep rogue devices from accessing state data, providing an additional layer of security for government agencies.

MDM solutions are becoming essential for agencies to manage either state-owned or personal devices. MDM solutions help agencies govern devices, develop policies and maintain an additional layer of security to protect data. One example of how an MDM solution can be leveraged emerges from a common challenge for many IT shops—unapproved, custom-built applications. An MDM solution creates an enterprise app store, and with the app store, organizations can still develop custom apps, but all are hosted in one spot.

This allows organizations to govern the creation of mobile applications, approve applica-

tions for download and easily update applications with the latest software.

Additionally, any mobile application is downloaded and installed through this enterprise app store. The State of Indiana can use the MDM server to place their mobile apps in their own store, do not have to wait for approval of apps and can recommend specific apps for users. With Indiana’s enterprise mobile app store, “when you enroll your device, you get access to all those apps and can download them without going through Apple or a third party. We have this for Android as well,” stated Neely.

Even though Indiana only recently set up an app store and is in the early stages of leveraging mobile, the state has already implemented some apps for users to access. These include: A mobile app to interface with their help desk ticketing system An app that allows field technicians to check-in (similar to Foursquare) and then logs the check-in into a database, which the dispatchers and managers can keep in order to see where they are, how many calls respond to and how resources are being utilized

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An app that the state’s internal Windows system administrator uses to monitor servers. They can look up server data information and send remote pings on servers to check if servers are up and check on pertinent information An app that provides access to pre-configured email, calendar contacts, and ac-

cess to any kind of VPN or wireless profile By providing access to this kind of information, “we save a lot of talking over the phone and having them come in to set up for them—it’s enabled self service and that was one of the main goals,” stated Neely.

Additionally, Indiana’s mobile strategy also incorporates a

Learning from Citizen Facing Apps: State of Mississippi The National Association of State Chief Information Officers (NASCIO) has catalogued over 160 native, state government mobile apps available to citizens across the United States. Among the many applications, citizen engagement apps are helping government agencies improve public safety, education initiatives and voter registration.

One of the leading state level governments for mobile development is the State of Mississippi. Recently, Dr. Craig Orgeron, Chief Information Officer (CIO) Mississippi and Executive Director, Department of Information Technology Services, spoke with GovLoop to share his insights on how mobility is shaping government in the State of Mississippi. Through-

new mobile training program for internal state developers to carry out state agencies’ mobile needs. “We have Apple as our standard iOS, we’ve got an app enterprise developer certificate and we just had a training class where we trained about 18 of the internal state developers so that they can start writing apps for their agencies,” stated Neely.

out the interview, Orgeron identified how Mississippi has created a mobile strategy and provided lessons learned for mobile implementation. Orgeron states: “Government has the unique, and often unfortunate, benefit of being the monopoly—the place you have to go. You can’t get a driver’s license someplace else. But that doesn’t mean that [government] should fall short in providing the very best service that it can and mobile technology really makes all things click at the same time.”

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Under Orgeron’s leadership, Mississippi has emerged as a leader in developing mobile apps to serve residents and strengthen state services. Mississippi currently offers eight mobile apps to citizens and is exploring ways to develop a comprehensive mobile strategy in order to better meet the needs and technologically advanced lifestyles of citizens.

Organizations across local, state, and federal government continue to rely on legacy applications systems that might be over ten years old to conduct essential functions.

Consequently, mobile development is often viewed as a primary component of systems modernization. Mobile apps provide abundant opportunities to develop improved public services and to add new value to the daily lives of citizens.

The State of Mississippi has been able to garner funding to support its modernization efforts, of which a mobilization of services is central to improving efficiency and empowering residents with opportunities for self-service.

Orgeron and his team see that the mobile realm, “is one of the most effective mediums for providing important real-time information and services for citizens who are busy, like we all are, with work, family, and daily life.” State governments can leverage mobile apps to perform a diverse range of

public service areas, such as public safety, education and emergency services.

Mississippi’s citizen-centric mobile apps currently serve three primary capacities: Facilitating Mobile Citizen Engagement Promoting State Recreation and Tourism Strengthening State Services These three capacities are explored below, highlighting how Mississippi’s mobile offerings can target citizen needs

Have you deployed a citizen-facing mobile application? (Figure 9.1)

to improve and develop more efficient public services.

1 . FAC I LI TATI NG MOB ILE C I TI ZE N E N G AGE M ENT MS.gov Mobile is the mobile app for Mississippi’s official state website. This app provides citizens with quick information on state services, agencies, news, alerts and relevant content for Mississippians to access pertinent information within their state. Orgeron believes that the return on investment from the mobile apps is best exemplified in the nearly 15,000 downloads they’ve seen. Through the mobile app,

Are you currently developing A citizenfacing app? (Figure 9.2)

Yes: 38%

Yes: 12%

No: 64%

No: 88%

What does this application allow citizens to do? (Check all that apply)

What will this application allow citizens to do? (Check all that apply)

A. View status updates on service requests

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B. Access and view benefits 40

C. Receive alerts and notifications 30

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can boost state tourism and Government has the unique, and recreational revenue, they also facilitate self-service. often unfortunate, benefit of being the monopoly - the place you have to 3 . S TR E NGTH E N I NG STATE go. You can’t get a driver’s license S E R VI C E S someplace else. But that doesn’t mean The MDWFP app demonstrates mobile platforms can enthat [government] should fall short in how hance state services, while also citizens more choice in providing the very best service that it giving calling on a service. Another can and mobile technology really makes such example spotlighted by Orgeron is the Driver’s Pracall things click at the same time. tice Test app developed by Dr. Craig Orgeron, Chief Information Officer (CIO), State of Mississippi and Executive Director, Department of Information Technology Services

the State can more effectively improve the reach and effectiveness of public communication initiatives.

Mississippi has also made a concerted effort to allow residents to voice their recommendations to improve state programs. Orgeron emphasizes, “We actively seek to get feedback from Mississippians.”

For example, the Blueprint Mississippi 2011 app by the Mississippi Economic Council called on residents to voice their opinions on how to “help move Mississippi forward.”

The app enabled residents to submit feedback aimed at prioritizing recommendations to improve education, technology, resources and economic development.

2 . P RO MOTI NG S TATE R E C R E ATI O N AN D TO UR I S M The second goal of Mississippi’s mobile apps supports the leisure activities most popular among residents and tourists.

As residents commonly enjoy outdoor recreation, the state has implemented a mobile app to facilitate and enhance the leisure time for outdoor enthusiasts. The Mississippi Department of Wildlife, Fisheries and Parks (MDWFP) created a mobile hunting and fishing app. This app is a useful tool for hunters, fishers, boaters and others to locate recreational areas of interest, purchase necessary licenses and even look up times of sunrise/ sunset. While these features

the Mississippi Department of Public Safety. This app provides an easily accessible and practical way for new drivers to practice questions for their driver’s license exam. The app adds value to state services in delivering supplemental public safety education to complement the existing core services in motor vehicle support.

Moreover, Orgeron points to how different apps can be naturally targeted for different constituencies. He states, “ We are trying to be accessible and relevant to as many different cohorts as possible.” So while “our drivers’ practice test is really something our younger folks are interested in, our traffic app is in the genre of apps for any age driving. Developing our apps to be the most successful to the most people to handle the issue of user or generation divides is a goal as we move forward.”

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for TSA to leverage and implement mobile.

A Federal Perspective on Mobile: Transportation Security Administration

At the federal level of government, mobile adoption has been one of the core initiatives of the current administration. The Digital Government Strategy pushed agencies to develop comprehensive mobile strategies and create mobile applications. As such, the federal government has embraced mobile devices and has begun to set up infrastructures to support the variety of devices entering the workplace.

On May 23, 2013, CIO.gov released a report, Adoption of Commercial Mobile Applications within the Federal Government: Digital Government Strategy Milestone 5.4. This report highlights best practices and lessons learned from federal government agencies on leveraging commercial mobile devices. The report provides insights on how to safely and securely adopt mobile applications into government to propel the overall goal of accelerating adoption. The report also specifically mentions its focus on government-owned devices, and not BYOD initiatives.

The key findings of the report were:

Agencies are already progressing and deploying commercial mobile apps across subsets of their employee base, with many agencies already using anywhere from 5 to 20 apps Most agencies are in the early stages of deploying mobile device management (MDM) solutions to support a variety of platforms While there are similarities in the process for reviewing and approving commercial apps across agencies, there is not a standardized process government-wide Agencies are taking a policy/paper-based approach to managing user behavior with commercial apps In addition to highlighting the CIO Council report, GovLoop spoke with Neil Bonner, Program Manager, Applications Development at the Transportation Security Administration, to learn how TSA has leveraged mobile and discuss some of the challenges and plans

Bonner mentioned that mobile in government is a fairly new phenomenon, and agencies are currently at the early stages of adoption. TSA has recently purchased a MDM solution and is working to develop mobile applications.

TSA is working on an app that will connect field workers to headquarters to aid in communications. Bonner stated, “We want the ability for both headquarters and field management to improve communication. We want the ability for directors and staff to improve communications with their team with local based messaging, notifications and alerts, as well as information from headquarters.”

Bonner also identified that, similar to the work being done at the State of Indiana, TSA is looking for the best way to implement BYOD and are focusing on setting up the proper infrastructure. Bonner noted that the size of TSA is enormous and gives rise to many challenges to IT professionals. Bonner stated, “We would need to work on both iOS as well as Android because the size of our workforce is so large. We can’t give everyone smartphones. So one of the things we are trying to wrap our heads around is BYOD and what that means. So the way we are architecting our app would lend itself to also work in a BYOD area.”

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7 Best Practices from Indiana, Mississippi and TSA The States of Indiana and Mississippi, and the Transportation Security Administration provided many best practices and insights for mobile adoption in government. Below are seven best practices from the case studies in this report.

B ES T P R A C T ICE 1 : M A K E YOU R B US I N E S S CAS E In a time when budgets are tight and state governments are attempting to keep afloat, any kind of large enterprisewide implementation should be thoroughly considered with clear business objectives iden-

tified. At the same time, the public sector is challenged to be more innovative, agile, and streamlined in the way agencies operate. In many regards, organizations must play the cards they’ve been dealt, and thus, have few options other than to modernize.

“There is that cost piece and it was really hard and took a lot of really in-depth, long discussions. We mulled over mobile for about a year before we were actually able to make a move. We are not a profit-making agency, so we really had to justify it and make it work,” stated Neely.

Providing an accurate and thorough assessment of costs is essential to making the case for mobile. Information cannot simply be anecdotal and observational. Organizations must make a substantial effort in forecasting long-term gains against upfront costs.

Neely provided some insights as to how Indiana made their business case for mobile, citing that they calculated the “dollars around the number of IT staff and support and the hours that would be involved if we did not have a mobile device management solution. If IT touched all the devices, they would have to manually setup each device for users. Just the day-to-day maintenance and doing updates to the apps - once we added all the asso-

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ciated costs and numbers together, it was a little easier to justify.”

As with any new project or IT development, gaining support from end-users and leadership upfront is essential. Neely further emphasized the importance of easy decision-making, “if you are going to do an MDM solution, the earlier you can get the MDM in front of the folks, the better. It’s hard to go back and, for people who are already conducting business as usual, it’s going to be hard to get people to go back and enroll a device now. “ With the ease of communication and ability exchange information, employees can quickly connect to share resources and lessons learned.

In many cases, public sector organizations have already stood up citizen-facing mobile apps. If an organization’s enterprise strategy is starting to take root, they should first consider lessons learned from citizen mobile apps.

Indiana has done just that by holding periodic roundtables, events and meetings to share best practices. Neely stated, “We are really starting to reel in agencies more and more.

Many agencies have been doing mobile before we were really looking in that direction.

And now that we are working with the MDM and have resources, we are going to do routine roundtable meetings

to get everyone talking, make sure we know all the projects going on, and ensure everyone is going down the right path to achieve their goals.”

BE ST P R AC TI C E 2 : FI N D A C H A MPI O N One of the challenges that TSA encountered was finding inhouse skills to execute mobile initiatives. “There are a number of challenges and perhaps it starts with obtaining the right skill set and leadership to implement a mobile program,” stated Bonner.

He continued: “When we are talking about smart apps, smart phones and tablets, they are relatively new compared to a lot of other technology. The

skill set in most government agencies to manage programs for mobile is not there, but these skills are essential to execute mobile programs.”

To overcome this challenge, Bonner suggested that organizations identify a champion to take on mobile initiatives, “Government agencies should identify a person within their organization that expresses interest in mobility and allow them to lead with their perspectives on mobility.”

Bonner also identified the importance of leadership and how anyone can lead at any level. “Title doesn’t really matter, but the person should gather a team and in most every case I would imagine, that team would have to be composed of some contractor

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to provide a needed skill set.

This technology is so new and so rapidly developing that it’s highly unlikely you’ll have the skill sets in-house. So having a balance of contractor and inhouse is essential,” stated Bonner.

B ES T P R A C T ICE 3 : SE T U P AN E N T E RP RIS E W I D E AP P STORE During the interview, Bonner noted that, like Indiana, TSA is still in the early stages of adopting mobile technology.

Similar to Indiana, they have recently purchased a mobile device management (MDM) solution along with an enterprise app store. Bonner noted, “There are a number of foundational elements that have to be put into the infrastructure to make it all work when you talk about enterprise systems.

One is an enterprise app store.”

An enterprise app store allows you to: Approve and recommend apps Not wait for approval from a third party Host apps in a common location Provide increased security Setup infrastructure BYOD initiatives

for

BE ST P R AC TI C E 4 : FO C US O N CO NTE N T DE LI VE RY , N AT I VE , WE B AND H Y BR I D One of the primary decisions in mobile implementation is what type of mobile solution to develop: native, web, or even a hybrid. To clarify, a native mobile application is specifically designed to operate on a device’s operating system and firmware. In contrast, a mobile web application can operate on any device that is web-enabled, downloading its software each time it is run.

While a native app has the advantage of being specifically tailored for a specific device, a web app has the advantage of easier accessibility across devices. Orgeron states that there is no right route for everyone and the decision should be made on a case-by-case basis.

Whether to “develop native apps versus mobile-optimizing web apps is a decision that state governments continue to have difficulties with, in addition to what platform to use,” cited Orgeron. While these decisions might be challenging at first, working through these and others has enabled Orgeron’s department to learn and grow in their mobile development strategies.

In June 2010, TSA launched a popular hybrid app, My TSA, which provides airline passengers with 24/7 access to

the most frequently requested airport security information on mobile devices. Bonner believes that the success of this app has led to many best practices and lessons learned for internal mobile adoption.

This application saves passengers’ time and helps them prepare for security checkpoints.

Additionally, by educating citizens on regulations for air travel, TSA staff can spend less time directing citizens at the airport and can speed up security lines and procedures. It’s a win-win for citizens and the TSA. The My TSA app includes the following features: Airport Status: Citizens can see what airports are facing delays due to events, or weather conditions.

‘Can I Bring?’: Citizens can look at what kinds of items are allowed and prohibited to bring on a flight. To increase accuracy, citizens can also submit items for recommendation that are not in the DHS database.

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Has Your Agency Optimized Websites for Mobile Devices?

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(Figure 10.1)

If So, What Was the Primary Reason? (Figure 10.2) Enter time: 8%

Yes: 28%

Connect to Internet: 19%

Access documents: 39%

No: 44%

Currently in development: 29%

Data collection: 34%

Native apps and mobile web is an important distinction to make, one best practice is to explore a hybrid approach. Our survey finds that most agencies have not optimized websites for mobile devices.

For respondents who selected yes, GovLoop also explored how they are leveraging mobile. The results are presented in the chart on the right, with accessing documents and data collection leading the way:

Feedback: This feature allows users to email or call TSA to provide feedback.

Guide: The guide feature provides information and resources on traveling with children, traveling with disabilities, and tips to quickly move through security.

Security wait times: With the app, citizens can share and view wait times passengers have posted for U.S. airports.

Videos: Citizens can watch informational videos to prepare for their travels.

One of the lessons learned for Bonner was to focus on how

content is delivered. He advises to separate content from application code. “What this means is you want the ability to update content and information in our enterprise app without having to launch or change the app,” stated Bonner.

Additionally, Bonner advised to use web services as much as possible. A great analogy provided by Bonner is to think of a web service like a drivethrough, stated: “If you were to drive to a McDonalds, park and walk in, and then go right to the counter and order, that’s like connecting into your organization’s network within the physical

space. As opposed to the drivethrough window, where you’d say ‘I want a hamburger, fries and coke,’ and you’re never really in the store, but you have given your request. The employees go and fulfill your request and they deliver it to you -- so that’s what a web service and API is, it’s a drive-through window.” The key for government organizations is to focus on constructing a web service and API. “That’s the other big lesson learned, you really need to think about constructing a web service and define an API and if you can harden that, then you don’t really need to worry about the client app or native app because they are all coming from the API service,” stated Bonner.

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B ES T P R A C T IC E 5 : D O N ’ T RE-IN V E N T T H E W H E E L In some cases, developing a mobile app from scratch may not be the best solution for an organization. IT professionals can instead move to the mobile web to optimize services.

Bonner stated, “If you’ve got an existing app running for a long time, maybe all you need to do is develop a mobile friendly front onto to it to enable a mobile environment.”

B ES T P R A C T IC E 6 : G A I N LEA D E RS HI P S U P P O R T At the forefront of any new or continuing government initiative is the approval by leadership. In the case of state governments, support by legislative authorities and the governor is necessary to secure funding, resources and personnel for a mobile app development project. To receive leadership support, mobile development should be framed as a win-win program for both state governments and its constituents. Authorities should be able to see the return on investment, user need, and opportunities for mobile technology to enhance and add efficiency to public services.

Given that nearly all states have at least one mobile app, the real key concern is sustaining leadership support. Accordingly, Orgeron says that

mobile apps are continually on the radar of Mississippi state government officials, serving as “one of the top five initiatives that we talk to the legislature and governor about.”

When updating state leadership on mobile efforts, Orgeron highlighted how mobile technology can portray state government as acting progressively within the realm of egovernment.

BE ST P R AC TI C E 7 : D E V E LO P FLE X I BLE PAR T N E R S H I PS Orgeron’s comments also indicated that government agencies need to develop flexible partners in developing and rolling out a mobile strategy.

Mobile technology is changing how we live, how we work - it’s changing society. So government is going to have to happen on these devices because these are the devices that citizens use for all sorts of tasks in their lives.

Craig Orgeron, Chief Information Officer (CIO), State of Mississippi and Executive Director, Department of Information Technology Services

This flexibility is necessary to reconcile the lengthy processes typical of government with the fast-paced nature of technological advancement.

“Government is, many times, slow-moving by DNA,” stated Orgeron, while mobile is “a market that turns over dramatically fast.” Therefore, having a flexible development partner is key to coordinating “a flexible strategy that is able to deliver the kinds of services that our citizens are going to demand from government.” The most effective partners can foresee future government needs and how mobile apps could serve as a solution.

Mobile implementation by state governments will certainly increase as citizens continue to turn to their smart phones and tablets in their daily lives. As eloquently summarized by Orgeron, “There is no other technology than mobile. Mobile technology is changing how we live, how we work—it’s changing society. So government is going to have to happen on these devices because these are the devices that citizens use for all sorts of tasks in their lives.” Given this technological landscape and the central positioning of mobility, government entities will continue to leverage mobile apps to efficiently and conveniently provision services.

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Re-Imagining How IT Professionals Engage with Employees through Mobile THEGOVLOOPGUIDE

Bill Roberts, Senior Software Consultant, ESM Federal at BMC Software

With the rise of mobility, the way we communicate and engage within and across our networks has drastically changed. This phenomenon has affected our personal lives and has now permeated into the workplace. In a conversation with Bill Roberts, Senior Software Consultant, ESM Federal at BMC Software, GovLoop gained insights on the impact of mobile on IT professionals and how mobile is transforming the way IT engage with users.

IT professionals have long desired the move to selfservice, which can now be accomplished through mobile. Mobile provides obvious benefits and efficiencies by facilitating communication within the mobile workforce and improving the way employees work day-to-day. Specifically, the benefits of mobile for IT professionals include:

Roberts stated, “In my mind, mobility is yet another communication medium, simply another way for employees and constituents to consume information that an agency is providing. Mobility is just another conduit that information is going through.”

Self-service frees up valuable time for IT professionals, allowing them to focus on more complex tasks and gain productivity

Prior to mobility, a common pattern to request IT assistance was to call the help desk or go to a website to enter a ticket. Both cases require time and interaction between the IT professional and the client. Ultimately, mobile has led to a shift in this IT customer service model, as organizations are now providing services online and have the ability to be proactive in addressing IT issues.

“Providing self service tools over mobile devices creates more opportunity for employees to resolve their own issues. From an IT professional perspective, that’s less work that is coming in to them,” stated Roberts. The move to self-service frees up IT professionals’ time, and allows professionals to focus on, not only resolving more complex issues, but to also on being more proactive and getting ahead of their customer.

Facilitating self-service options for employees

Create infrastructures that allow organizations to be proactive in addressing employee needs Roberts notes the efficiencies from the trends highlighted above, as he stated, “I work with IT professionals and we are seeing a lot of efficiencies gained in self-service. There has always been this desire, especially from IT professionals to provide more self-service tools to their customers.” Roberts observed that most IT customers he works with serve internal stakeholders and have moved basic services, like resetting a password or quick fixes, to online services, where little to no interaction is needed.

Often when we talk about mobile, we focus on the business benefits of increased productivity, cost savings, and efficiency. Yet, it is essential to remember that these benefits can also viewed as a way to empower workers, improve morale and develop improved organizational cultures.

GOVERNMENTMOBILE

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Consumerization and the Government Workforce THEGOVLOOPGUIDE

Bruce Michelson, Distinguished Technologist, HP

GovLoop recently spoke with Bruce Michelson, Distinguished Technologist at HP, on the consumerization of IT and its implications on systems security, IT governance, and the government workforce. Michelson provided some valuable considerations on how organizations should approach the growing phenomenon of consumerization and related trends such as BYOD. The consumerization of IT is the movement of new information technology emerging first in the consumer market and then spreading to business and government workplaces. According to Michelson, the consumerization of IT means “getting the backoffice IT infrastructure prepared to be device-agnostic in order to provide access to all end users in a safe secure networked way.” He further emphasizes that “it’s not [simply] about a product offering like BYOD nor is it about mobility. Those are clearly a part of it, but consumerization itself is about getting the infrastructure ready to do all those cool things.” In order to accommodate for consumerization, Michelson recommends that organizations take on a “converged infrastructure approach,” utilizing tools such as “a secured network, virtualization and the cloud.”

As with most technological trends, systems security and IT governance are primary concerns in how organizations approach consumerization. During the interview, Michelson elaborated on these two challenges and why employees need to consider unintended consequences that may occur if security and manageability issues are not adequately addressed. “Security and manageability go hand in hand,” and Michelson cautioned, “If you just respond to the device itself, you’re going to miss the bigger picture.” For example, “the killer app of this generation is social media, so if you bring in all these de-

vices [via BYOD], you’re basically embracing social media.” Given these type of intersecting trends and issues, federal, state and local government agencies need to consider their policies, management, monitoring and governance practices with regards to consumerization in the workplace.

Organizations should approach consumerization cautiously, while also examining its positive effects for the workforce. Michelson believes that the biggest pro to BYOD is the emotional appeal that facilitates the employees’ perception of the freedom, agility and “coolness” in being able to choose their own device. In a government organization, hardware and software may be replaced or upgraded every several months or years, affecting how employees view their technological capacities. BYOD can change how a workforce perceives IT tools and utilization by providing “a level of agility where IT is not seen as an inhibitor but as an enabler.”

The key for agencies looking at consumerization in the workplace is to consider the various contexts in which programs such as BYOD may affect employee attitudes, the work environment and IT infrastructure. By framing consumerization in and around these central areas, organizations can tailor their IT programs to empower employees while also maintaining security and manageability. Michelson contends that consumerization and related BYOD movements are “inevitable, but the primary mission of IT is still governance and you don’t sacrifice governance because of a trend. You find how you can reasonably embrace it.” In doing so, organizations can leverage the benefits of consumerization towards workforce enablement and tactically accommodate for the constantly changing pace of technology.

GOVERNMENTMOBILE

Go To government.hp.com

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THEGOVLOOPGUIDE

Enabling Government to Do More with Less Chad Story, Enterprise Storage Business Director, EMC

GovLoop recently spoke with Chad Story, Enterprise Storage Business Director at EMC, about the current capabilities of mobile data storage and how this technology can enable agencies to operate more efficiently to carry out mission critical functions. Story provides great insights on how government can utilize the latest data infrastructure technology—specifically storage federation and virtualization—to better manage their applications, eliminate downtime and operate within budget constraints.

Across organizations, data sets are becoming larger and employees are calling for faster and easier access to data. Government agencies are increasingly faced with the issue of how to utilize and manage separate pools of resources to cooperate and act as one entity performing a single mission. Many organizations must now look at how to innovate and efficiently use their IT infrastructures to meet new demands. Federated storage is one solution, enabling data mobility between data resources.

Story highlights several key rewards of mobile, he stated “Storage federation across data centers transforms continuity of operations (COOP) plans from active-passive to active-active where resources in both sites are fully utilized maximizing asset utilization and changes the recovery processes from ‘failover’ to ‘continuous availability’ allowing seamless recovery of mission critical systems without user intervention minimizing the Recovery Time Objective (RTO).” Additionally, this provides a more streamlined ability to manage an agency’s data centers. Story stated, “Being able to manage a single resource saves lots of government manpower. This enables doing more with less, and being able to manage all the different storage arrays through a single pane of glass.”

Mobile data can also empower end users in how they are able to perform mission critical operations.

Specifically, storage virtualization allows agencies:

To create storage federations within data centers or across data centers Move data workload between storage arrays with no downtime These features greatly benefit government employees who often rely on online applications to perform their key operations, such as military personnel in the theater. For example, an officer tasked with logging troop information into an online system would no longer have to plan his operations around downtimes. Story also highlighted that systems can continue to operate for users during emergencies as “failover between data centers can occur with no downtime, which means a higher uptime, no impact to the end users, no impact to the mission at hand.”

Prior to unlocking the rewards of mobile data technology, government agencies must first consider key challenges. Story underlines that agencies need to “look at how they can utilize their current assets that the government has already purchased and how to leverage those without dumbing them down or taking away any necessary features or functionalities. ”The good news is that virtualization technology makes it possible to leverage existing government IT investments, while innovating for data mobility. To meet the challenge, Story recommended that agencies “make sure that the storage virtualization solution will work across all the different storage arrays, all the different applications, the different server virtualization technologies that are out there today.”

As government agencies continue to face a number of constraints, while also being tasked to maintain everyday operations, utilizing the right technological tools is key. Mobile data solutions have the power “to save tax dollars, decrease budgets and provide a higher return on technology investments for government,” stated Story. Leveraging mobile data to seamlessly coordinate and singularly manage systems and vast amounts of data unlocks significant opportunities for government to perform more efficiently and effectively.

GOVERNMENTMOBILE

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Safe and Secure Mobile Adoption Ian Haynes, Product Marketing Manager, Dell

Mobile devices present dozens of security challenges for agencies—everything from data ownership, authentication and governance strategies to the protection of critical infrastructure. While speaking with Ian Haynes, Product Marketing Manager, Dell, we gained expert insights on mobile best practices and how agencies can securely adopt mobile.

Haynes also mentioned some of the unique security features that Dell provides. Yet, the security features which Dell provides are not just restricted to the office environment. Through Dell’s Rugged Laptop Solutions, Dell provides both high performance computing and reliability in the harshest of environments. For example, Dell’s rugged laptop series is protected from drops and vibration. In addition, the laptop’s advanced thermal system ensures the laptop can continue to operate at peak performance levels, even in extreme temperatures.

Through these mobile offerings, Dell is allowing agencies to leverage mobile to meet their most mission critical needs, in both remote and office environments.

Haynes stated, “The primary best practices include having a structure that defines what the mobile uses are, understanding the technologies that enable the desired use case, examining how agencies will be protecting critical data associated with mobile, and then finally selecting a device that mirrors that analysis or that selection.”

Haynes comments indicated some preliminary steps to consider in order for organizations to start thinking about mobile and security, Haynes comments were reminders of the importance of: Articulating a clear vision of how mobile operates at an agency Considering how and when data will be accessed Engaging with stakeholders upfront to educate and train end users Although mobile provides many benefits for organizations, its risks are pervasive. “As we look at

this world of mobility - where there are incremental potential threats - we see mobile services as a means to more connectivity, as we then allow delivery of information to personal devices,” noted Haynes. As people become increasingly connected, the boundaries of and definitions of data ownership and liability have become blurred between employee and organizations, particularly because information often rests on shared devices.

These distinctions are important to understand from a security perspective, as having clear device ownership rules is an essential component of security. As Haynes notes, “Understanding what that model is for each use case becomes very critical. If you can take one of the variables out of the equation, such as existing security profiles applied to known hardware or trusted hardware, this tends to simplify the overall implementation of these new mobile technologies that you are trying to innovate on and build out these dynamic use cases.”

Haynes also states, “Dell has invested very heavily in cyber security and offers a broad range of services and solutions.” From specific hardware protections, agencies can protect data and employ additional layers of encryption. Haynes comments provide insights on security elements that agencies should consider, such as: Identify how data is encrypted at hardware level Containerization is important – but be sure to educate and train users what this means Leverage existing resources and security profiles while defining infrastructures Haynes adds, “Relatively unique to Dell is the hardware-based protection that serve as secondary credentials used to authenticate, rather than leaving those in memory.”

Mobile offers enormous benefits to aid in the productivity of workers and has transformed the way in which government operates. Although the benefits are clear, agencies need to focus on robust security infrastructures and governance policies to protect critical data and information.

GOVERNMENTMOBILE

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GOVERNMENTMOBILE

Crafting the Strategy Conversation Starters This guide provided some best practices; case studies and expert insights to begin the journey of creating a mobile enterprise strategy.

We know government professionals busy – so just as we provided a cheat sheet for big data, here’s everything someone needs to know about this guide, based on various settings.

THE T W I T T E R V E R S I O N Check out the @GovLoop Guide: Making Mobile Matter – provides an overview of mobility in government, how to leverage apps, stay secure: read here http://bit.ly/133Ooj7

THE FA C E B OOK V E R SI O N Check out GovLoop’s report on mobile – includes a cheat sheet on mobile, government case studies, expert interviews and an easy way to get smart on mobile. http://bit.ly/133Ooj7

THE L I N K E DIN V E R SI O N Check out GovLoop’s report on mobile – study shares best practices and case studies to help show government how to leverage mobile efficiently and securely http://bit.ly/133Ooj7

SMA L L TA L K BU L L E T P O I N T S 1. Government-owned devices can be managed more efficiently through a mobile device management (MDM) solution.

2. The way we consume information is changing, and we need to create work modern work environments.

3. The office is no longer defined as just a physical space. It’s also tablets, smartphones, and working from remote locations. Organizations need to set up infrastructures to meet these demands.

3 0-S E C O N D E LE VATO R P I TC H Mobile government is the way of the future.

Agencies need to take a hard look at how services are delivered – not just for citizens, but also for internal customers and stakeholders.

Organizations can look at ways to set up apps that can aid in productivity and efficiency of the government worker. But setting up and releasing an app is not enough. Agencies need to look at mobile enterprise stores and mobile device management services. These are important considerations – the enterprise app stores allows organizations to approve and recommend apps, provide updates and avoid agencies setting up unsecure rogue apps. Mobile can be used for data collection, connect field workers, improve internal collaboration and communications – there are many applications for government to explore. Mobile is one way agencies are going to modernize, and with current consumer trends, they do not have a choice.

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YOUR MOBILE CHEAT SHEET

THEGOVLOOPGUIDE

Developing a mobile enterprise strategy is no easy task. This section provides agencies with the ‘need to know’ information and strategies to get started to craft a mobile strategy.

This section also highlights what agencies can expect and resources to reference to identify a path to mobile adoption.

What do I need to consider?

There are lots of elements to consider and, of course, this cheat sheet can’t get to them all, but here is the need-to-know information to get a strategic conversation started: What’s the business value of adopting mobile? What problem are we solving and how can a mobile enterprise strategy help?

What skills do we have in house? What kinds of partnerships do we need to build?

Do we have the information we need to make a smart investment for a MDM solution? What kinds of options do we need?

Are there ways we can simply take existing web pages and make them mobile friendly?

How would we update an app? How are we delivering content?

How can we leverage API’s at our agency? What skill sets do we need to build one? Who has done this already that we can collaborate with?

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Mobile Matters: Quick Facts

91%

56%

of American adults have a cell phone

34%

of American adults have a smartphone

of American adults own a tablet computer

The % of cell phone owners who use their cell phone to…

82% Take a Picture 80% Send / Receive Text Messages 56% Access the Internet 50% Send or Receive Email 44% Record Video 43% Download Apps 31% Look for Health or Medical Information Online 29% Check Bank Account Balance or Do Any Online Banking 10

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30

40

50

60

70

80

90

100

http://pewinternet.org/Commentary/2012/February/Pew-Internet-Mobile.aspx

4 Core Steps for Mobile Here are four high-level steps to always consider for implementing mobile programs:

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Learn from others that are leveraging mobile initiatives successfully Build a strategic framework for harnessing the potential of mobile Understand the human resource impact – know what skills are needed Determine a clear business problem and how mobile is part of the solution

Below are some additional resources that were used as part of the research for this report.

The Department of Defense has been leading the way at the federal level Resources on mobile government from the GSA CIO Council report on Barriers, Gaps & Opportunities for Government Use of Mobile Technology Mobile Government: Today, Tomorrow and Beyond BYOD Lessons Learned: DorobekINSIDER Live Mobile Applications State of Mississippi – MS.gov Indiana Office of Technology - IOT

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ACKNOWLEDGEMENTS

The GovLoop team is thankful to all of those who contributed to this report. We thank everyone for their participation in our survey, active community engagement, input and knowledge shared while developing this report.

This guide would not have been possibility without your assistance and from the support of our sponsors - EMC, BMC/Winvale, HP and Dell.

Lead Author:

Patrick Fiorenza, Senior Research Analyst Co- Author:

Kim Truong, GovLoop Summer 2013 Research Fellow Editor:

Andrew Krzmarzick, Director of Community Engagement Editor:

Steve Ressler, GovLoop Founder and President Lead Designer:

Jeff Ribeira, Senior Interactive Designer Designer:

Russell Yerkes III, GovLoop Summer 2013 Design Fellow For more information about this report, please contact Patrick Fiorenza, Senior Research Analyst, at pat@govloop.com.

GOVERNMENTMOBILE

ABOUT GOVLOOP Location GovLoop is headquartered in Washington D.C., with a team of dedicated professionals who share a commitment to connect and improve government.

734 15th St NW, Suite 500 Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501

GovLoop’s mission is to connect government to improve government. We aim to inspire public sector professionals by acting as the knowledge network for government. The GovLoop community has over 65,000 members working to foster collaboration, solve problems and share resources across government.

The GovLoop community has been widely recognized across multiple sectors. GovLoop members come from across the public sector.

Our membership includes federal, state, and local public servants, industry experts and professionals grounded in academic research.

Today, GovLoop is the leading site for addressing public sector issues. GovLoop works with top industry partners to provide resources and tools to the government community. GovLoop has developed a variety of guides, infographics, online training and educational events, all to help public sector professionals become more efficient Civil Servants.

If you have questions on this report, please feel free to reach out to Patrick Fiorenza, Senior Research Analyst.

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734 15th St NW, Suite 500 Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501