1. Governance and Accountability with Performance Management Mark Uusitalo Account Manager Tony Alvarez Senior Sales Consultant November 6, 2007

2. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 2  Who we are  Challenges in State and Local Government  Business Objects Solutions  Q/A AGENDA

3. Who we are

4. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 4 Business Objects Delivers BI tools for every end user need; BI infrastructure for IT

5. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 5 INDUSTRY LEADERSHIP ACROSS BI CATEGORIES Forrester Wave™: Information Quality Software, Q1 2006 17 Jan 2006 Information Quality Forrester Wave™: Business Intelligence For Analytic Reporting, Q1 2006 2 Feb 2006 Analytic Reporting Forrester Wave™: Business Intelligence For Enterprise Reporting, Q1 2006 2 Feb 2006 Enterprise Reporting Forrester Wave™: Enterprise ETL, Q2 2007 ETL

6. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 6 Business Performance Solutions Screen clipping taken: 10/30/2007, 9:59 AM

7. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 7 Business Objects EPM Solutions for Government Budgeting and Planning Budget Formulation Budget Execution Budget and Performance Integration Budgeting for Results Performance Based Budgeting Workforce Planning Scenario Planning Predictive Planning Demand Planning Consolidations Strategic Planning Capital Planning Payroll and Labor Planning Financial Management Cost Allocations Managerial Cost Accounting Shared Services Costing Activity Based Costing Program Costing Project Costing Output Costing Marginal Costing Statement of Net Cost (SNC) Productivity Management Performance Management Dashboard Balanced Scorecard and Strategy Map Financial Reporting and Analysis Forecasting

8. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 8 State of California Department of Motor Vehicles State of Washington Department of Fish & Wildlife Georgia Department of Transportation City of San Antonio, Texas City of Toronto, Canada City of Waco, Texas U.S. Department of Agriculture Securities and Exchange Commission Patent and Trademark Office U.S. Environmental Protection Agency U.S. Department of Labor U.S. Department of Homeland Security U.S. Department of State U.S. Navy U.S. Air Force Business Objects EPM Customer Examples

9. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 9 Georgia Dept of Transportation Show Video………………..

10. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 10 Critical Business Issues Manage performance across GDOT with data from all sources and systems Monitor initiatives and track business processes to proactively resolve issues Business Objects Capabilities BusinessObjects XI dashboards, scorecards and strategy maps used for performance management of 14 strategic objectives Integrate data from PeopleSoft, Oracle, IBM and other legacy systems Single integrated platform for IDD, EPM and EIM across organization Benefits GDOT accurately and proactively manages road and bridge development, contract bidding processes, and ensures on-time completion of projects Analyze and improve performance of contractors GDOT executives use Business Objects to closely manage financial and cash flow forecasting for billions of dollars in state programs Georgia Department of Transportation “Business Objects gives deeper insight for business managers and engineers to see how their activities map to success of larger agency projects.” Jim Davis GDOT Strategic Development

11. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 11 Trusted and Accessible EPM Data Web Intelligence Crystal Reports EPM EIM Data Quality Automated Extraction From Georgia DOT Databases and Enterprise Systems BI and EPM Platform GDOT Data Warehouse Construction Accounting, Finance, HR Permitting Purchasing Projects GDOT Staff, Management, Engineers Budgets, Spreadsheet, Documents Dashboards Reports

12. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 12 Strategy Map for all GDOT Managers

13. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 13 Managers and Engineers See Performance at a Glance

14. Challenges in State and Local Government

15. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 15 YOU’VE SPENT MILLIONS TO AUTOMATE YOUR BUSINESS Source: Gartner Research 2002/2003 Application ProjectAverage Total Cost CRM$1,200,000 ERP$16,000-$20,000 per user SCM$1,500,000 HR$850,000

16. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 16 BUT THE INFORMATION’S NOT REACHING BUSINESS USERS Base: 675 US and European business executives and managers Source: BusinessWeek Research Services Gut Feel Decisions All of the time 75% of the time 50% of the time 25% of the time Never Aware of bad decisions managers have made due to insufficient information “Gut Feel” used by >60% of people, >50% of the time Information available for important business decisions Always just the right amount (rare) Usually too much 41% 22% 38% Usually too little 77%

17. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 17 State and Local Government Performance Management State and Local governments are applying performance measurement and strategic planning to promote: Greater accountability High-performing, transparent agencies Improved communication with citizens Government Financial Officers Association (GFOA) GFOA Performance Management Initiative (2002) Measuring Cost of Government Services Best Practice (2002) Performance Management and BI Technology White Papers (2007) Government Accounting Standards Board (GASB) Service efforts and accomplishments (SEA) measures Managing for Results (MFR) process International City/County Management Association (ICMA) Center for Performance Measurement (CPM)

18. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 18 Government Environment Today Intense budget pressures Expected to reduce spending/taxes while improving services to citizens  This is the very definition of how governments need to become High Performance Organizations Administrative services are a key part of creating High Performance Governments Administrative operations tend to be under-staffed and under-resourced, and left with old technology Service suffers, and administrative departments tend to find it difficult to recruit top talent

19. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 19 Value Proposition Why should governments work to manage performance, as well as deliver citizen services? 1.Comply with legal requirements 2.Better achieve organizational mission 3.Help the organization ‘work better’ 4.‘Tell the untold story’

20. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 20 Obstacles Governments Encounter Implementing Performance Management Executives have not found a clear, comprehensive way to measure value The supporting measurement technologies are not in place for effective performance management Measurement must be data-driven, but data is usually not readily available Gaining legislative support is challenging A fundamental lack of understanding of the concept of performance management and inadequate management skills impede progress When they do develop performance information, political realities prevent executives from using it.

21. Business Objects Solutions

22. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 22 Business Objects Delivers BI tools for every end user need; BI infrastructure for IT

23. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 23 BusinessObjects Enterprise XI Technical Architecture A modern, service oriented architecture (SOA) Supporting Web services, Java, and.NET

24. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 24 BusinessObjects XI Functional Architecture Reporting

25. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 25 Copyright © 2006 Business Objects S.A. All rights reserved. Performance Management from Business Objects Track enterprise performance Custom analytic dashboards Monitoring and management of metrics Enterprise-wide, executive level to line level Understand impact Avoid surprises, manage exceptions, monitor trends Manage improved performance Drive proactive and predictive decisions Collaborate to improve efficiency and share best practices A process to drive improved organizational performance

26. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 26 Performance Management Products Build dashboards and scorecards Alert end-users with changes in KPIs Enterprise reporting supports Dashboard solutions Advanced performance management needs with analytic engines Set Analysis Predictive Analysis Process Analysis Rules Engine Alerting Capabilities

27. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 27 Copyright © 2006 Business Objects S.A. All rights reserved. Key Components of Performance Manager ScorecardsGoals Roles Discussion Threads Recommended Actions Strategy Maps

28. COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.SLIDE 28 Dashboard Capabilities

29. Questions………