The document provides an annual review of the iSAC6+ project in its third year, finding that it successfully reduced administrative burdens for citizens and costs for administrations through online information and service modifications implemented by several pilot cities. Key achievements included a 0.78 euro per capita reduction in administrative burdens, cost savings for administrations, and high citizen satisfaction levels. Issues addressed included how to further engage pilots and disseminate the results to attract additional early adopters for future sustainability.

1. Global View
iSAC6+
A unique European citizens’ attention service
Annual Review Year 3
<Brussels – Oct 24, 2012>

2. Goal
In this final review we’ll see how pilots endorse
iSAC, how we achieved the ABR, costs savings
and citizens satisfaction and the reasons for
their endorsement, and last but not least next
adopters back our impact.
Girona, 21/07/2009 2

3. Overall Comments Year 2 Review
The reviewers and project officer congratulated the iSAC6+ project
consortium in Year 1, as they considered we developed impressive job. In year
2 we had to remake few deliverables which were finally accepted. Anyway,
they still had concerns and recommendations:
• Commitment of Pilots: The reviewers considered being nice to hear from
them, and they adviced to engage them for the Final Tech Meeting in
2012. They consider that if users get benefit from iSAC they will tell their
peers. They suggest that the partners put the isac6+ logo clearly visible, to
get implication and exposure.
• Dissemination: “With such iSAC’s potential, go and get the wider
dissemination scope!” . We have accelerated the dissemination in the Year
3, specially through the early adopters
• SCM (Standard Cost Model): how to engage social impact, change
management, iSAC6+ needs of straight figures, not only qualitative but
quantitative figures for convincing future cities.
Further One by One review answers are available on demand and explained
later on. 3

4. The Good News
• Is any administrative Burden reduction possible with
iSAC?  Strong yes, -0.78€ per capita and year
• Is it ABR enabled by iSAC perceived by users? Yes it is;
even more for citizens than for civil servants
• Has any change happened to pilots? Yes it has, with
several shades of change in service and organisation
• Any (benefit) side effects? Yes, from learned lessons
and from experiences shared across a unique platform
• In the end: pilots endorsed, and several early adopters
joined. These facts, maturity issues, and a plan back
the future sustainability
4

5. One strategic objective of the EU commission
is that citizens could make online 50%
of their applications by 2015
The unskilled citizens will need a lot of
support! It is a huge Administrative
Burden
Let iSAC serve that support; online, as well.
Key performance target 4a: 50 % of citizens to use eGovernment by 2015, with more than half returning completed forms.
The proportion of citizens using the internet to interact with public authorities has stagnated at 41 % over the last year, after rising
by 3 percentage points the year before. Even so, the Czech Republic (+19), Greece, Portugal (+10 each) and Ireland (+8) made
significant progress. Among the share of eGovernment users, the proportion returning completed forms is stable at 50 %, with
some substantial gains in Portugal (+9), Latvia and Lithuania (+7 each). Obviously, further stagnation in the coming years would
jeopardise achievement of the target by 2015.
5

6. 6
AB
(Administrative
Burdens)
Hypothesis - Mandatory Self-Service
Increases Burdens

7. CLAIM
Self-service is a Burden
that needs relief
The benefit of on-line adm. is being eroded by
permanently unskilled citizens
Future paper: Online Administration Might Burn the Citizens, and the relief could be online as well
7

8. 8
y = 0,83x - 0,04
R² = 0,68
0,0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1,0
0,0 0,2 0,4 0,6 0,8 1,0 1,2
Adm.BurdensReduction
Service Modification
iSAC6+ Pilots Results
BIT
PRATO EIWH
SMED
TERRASSA

9. The more service
modification, the more
administrative burden
reduction
Girona, 21/07/2009 9

10. So, online adm. contributes to burden reduction.
With iSAC we have reduced it further:
And there are many other positive SIDE effects:
- Huge back office and organizational improvements
- Involved, empowered, and confident citizens
ABR Citizens -0.44 €
Adm. Costs Saving -0.34 €
ABR -0.78 €
ABR per Capita and Year

11. Tangibility of the Results
If we made extensive the results of iSAC6+ to the
full EU it would represent ABR for:
• Citizens and SME of -200 MEur/year
• Administrations (cost saving) of -150 MEur/year
(that is 25.9% of the 2006 EU humanitarian aid)
Girona, 21/07/2009 11

12. What citizens perceive?
12
• Overall 7 out of 10 users agree or highly agree that iSAC contributes to reduce
burdens relative to time, interaction with the public administration and other
aspects (parking, queue, transport and travelling, etc.)
• External users (citizens and others) mostly value savings of time and trouble, while
internal employees agree with the aspect of easier interaction with the
organisation. In total, external users have higher levels of agreement than internal
users, meaning that the overall value perception is higher for citizens than civil
servants (or employees).
1. Using iSAC6+ saves my time
2. iSAC6+ makes it easier to interact with the organization
3. Using iSAC6+ saves me from trouble
(parking, queue, transport and travelling, etc)

13. What citizens perceive?
Girona, 21/07/2009 13

14. FURTHER CLAIMS
Online CIS save costs
And if you use natural language search engines, the more
satisfaction, the more quality of service, the more citizen-
oriented service
(www.iSAC6plus.eu)
de la Rosa et al., : 2010
Josep Lluís de la Rosa, Mercè Rovira, Martin Beer, Miquel Montaner, and Denisa Gibovic, Reducing Administrative
Burden by Online Information and Referral Services, Citizens and E-Government: Evaluating Policy and
Management, pp:131 -157, SBN: ISBN13: 9781615209316, ISBN10: 161520931X, EISBN13:
9781615209323, 2010 , IGI Global, Editor: Christopher G.Reddick DOI: 10.4018/978-1-61520-931-
6.ch008, Austin, Texas

15. 15
100% 100%
99%
80%
77% 69% 70%
65%
01%
20%
23% 31% 30%
35%
00%
20%
40%
60%
80%
100%
120%
Phone Calls
iSAC questions
Solid Result: around 1/3 cut of the phone calls
(TERRASSA)

16. 16
ROI is from 3 timesEstimated
Investments from
Yearly
Maintenance
Yearly Savings
from ROI from
TER 26,000 € 6,408 € 81,067 € 8.6
SMED 11,000 € 2,000 € 14,361 € 3.4
PRATO 20,000 € 3,000 € 21,629 € 2.8
Does iSAC payoff?
City like…

17. iSAC2.0: the SaaS version with 2.0
17

18. Years 1 and 2
• iSAC installed in 5 EU countries;
• project network initiated;
• stakeholder commitment reinforced
Attracting new
users promoting
iSAC strength and
opportunities
Year 3
• 6+ demonstration cases;
• new EU users involvement;
• iSAC deployment
In iSAC6+, 8 next (early) adopters joined as a
first wave of dissemination (goal was 5)
Dissemination: next adopters

19. Next Adopters Ratios
For attracting 86 attendees, there were several
campaigns of hundreds of impacts through
conferences, mail and social networks were developed.
19

20. Sustainability Issues
=
Strong value proposition (ABR, QoS, ROI)
+
Pilots endorsement and Next adopters
+
Service Maturity and BP
Girona, 21/07/2009 20

21. iSAC
Reduces Administrative Burdens and
saves costs through the further
automation of Citizens Information
Systems and related online Service
Modification

22. What happened in Year 3
Great things happened:
• Several measures took place for ABR and Quality of
Service
• Series of workshops for investors (next adopters,
China, net-eucen, etc.)
• Adoption of new modules of the platform: iSAC2.0
(several pilots and all next adopters have shipped
onto 2.0) that simplified and accelerated the
deployment
• Lessons learnted for the exploitation: SaaS, peer to
peer deployment, clear benefits for users
22

23. Deviations from DoW
• Deliverables: D5.1 is merged with D5.2, D6.4 is a BP, D6.2 is
cancelled (no certification model is proposed), and D7.4 is
focused on next adopters.
• Next adopters and the tech. support has been counted as
Dissemination WP7
• Linea Amica and EIWH had qualitative (nor quantitative)
analysis. Their differences from the local administrations cases
have make them difficult to fit in the SCM model.
• WP4 with T4.2 has deviated for the incorporation of iSAC2.0
• SMED, PRATO and SAM increased 3, 2, and 6 pm in WP7
because of their work in next adopters while FORMEZ and
TERRASSA reduced in 4 and 7 pm respectively (Provisional)
23

24. Management Issues
• Preparation of the Remote 2nd Review with the
update of the D2.3, D2.5 and D4.2
• Intense coordination towards the next adopters,
concrete measures of ABR, and preparation of sound
deliverables
• Teresa Bosch quit the coordination assistance from
May 2012
• University of Girona specially slow in the cost claims
because of double check
Girona, 21/07/2009 24

25. Deliverables in Year 3
25
D2.2 Analysis of administrative burdens reduction and service improvements after
project activities
D2.3 Quality service indicators report (resubmitted for April 16, 2012)
D2.4 Report on iSAC vs. SAC (or equivalent preexisting service), locally (resubmitted
for April 16, 2012)
D4.2 Semantic networks at the participating institutions, delivered in open source
WordNet (resubmitted for April 16, 2012)
D5.1 Internal validation report (merged with D5.2)
D5.2 External validation report
D5.3 Interactions of iSAC6+ with other EU funded projects
D6.1 Training materials
D6.2 Certification Plan and methods (cancelled)
D6.3 Report on trouble shooting in maintenance
D6.4 Final report on viability of iSAC in other EU contexts (Business Plan)
D1.5 IPR
D7.4 Final dissemination and communication events
D1.6 Final report with overall evaluation  a summary is provided

26. Progress report PR5
Girona, 21/07/2009 26
Person-months September 2011-February 2012
Nr short name Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual Planned
1 UdG (Coordinator) 2.83 2.83 0.00 0.00 0.00 0.00 3.00 0.00 9.00 12.00 0.00 0.00 2.67 2.67 17.50 17.50
2 TER 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 5.00 0.44 0.00 0.00 1.00 0.54 9.00 3.98
3 EASY 0.00
4 FORMEZ 0.00 0.00 0.29 2.00 1.71 3.67 2.23 5.73
5 AOC
6 SMED 1.50 0.00 0.60 4.50 4.80 5.30
7 PRATO 0.04 0.08 0.0 0.0 0.0 0.0 1.2 0.0 6.0 0.5 0.0 0.0 0.5 0.7 7.82 1.25
8 SAM 0.08 0.08 0.00 0.00 0.50 0.00 1.50 0.00 8.00 9.33 0.00 0.00 4.20 4.82 14.28 14.23
9 EIWH 0.10 0.08 0.20 0.00 1.80 0.00 1.00 0.00 1.00 2.50 0.00 0.00 0.80 0.67 4.90 3.25
10 BIT 0.4 0.1 0.0 0.0 0.0 0.0 0.7 0.0 2.5 4.5 0.0 0.0 0.01 0.7 3.56 5.25
11 KeC 0.07 0.08 0.00 0.00 0.00 0.00 0.00 0.00 1.08 1.18 0.00 0.00 0.67 0.72 1.82 1.98
12 SYORK 0.00 0.00
13 INMARK 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.33 3.40 0.00 0.00 0.92 3.40 2.25
……..
TOTAL 4.25 3.39 0.60 0.00 3.40 0.00 11.89 3.00 33.47 38.28 3.40 0.00 12.30 16.05 69.31 60.72
Instructions:
Fill in short names of coordinator and beneficiaries and add the respective figures in person-months
Add beneficiaries and work-packages as needed
Actual = number of person months consumed from the beginning of the project to the end of this period
Planned = total effort planned for the project in the latest version of the description of work - annex I to the grant agreement.
0.00
WP6 WP7WP1 WP2 WP3
0.23 0.06 0.00 0.00 0.00 0.00
WP5WP4Consortium
0.70 0.700.50 0.10 0.40 0.00 1.10 0.00 0.00 0.00
TOTAL

27. Agenda
27
Starting time: 10:00h at Av. Beaulieu 25, 4th floor, room S1
1. Final Report and overview of the project, by the project coordinator, 30’
2. Recommendations Overview, by project coordinator, 15’
3. About iSAC6+ Pilots; 6 Pilots, 15’ each, 90’ in all
a. Self-Description
b. Issues Solved
c. Achievements vs. Expectations and Adoption Drivers
d. Lessons learnt for us pilots and for next adopters
e. Future plans, taking into considerations the lessons learnt (it is about endorsement)
Lunch time - Restarting time: 13:15h
4. ABR & QoS, Andrea Bikfalvi, 40’
5. Impact and Sustainability
a. Dissemination& Next Adopters, Laura Manconi, 15’
b. Market Readiness of iSAC, Miquel Montaner, 15’
c. BP, future deployment after project, Rubén Riestra and Javier Aguilar, 20’
Time: 15:00h
6. Summary and Final Comments, by the Project Coordinator, 10’
7. Reporting by the Reviewers and PO
End time: 16:30h

28. ENDORSEMENTS
BY THE iSAC6+ PILOTS

29. 29
Order or Presentation
1. TERRASSA
2. BIT
3. PRATO
4. EIWH
5. LINEA AMICA
6. SAINT MEDARD

30. Terrassa
Endorsement: YES.
Why: Main advantages are :
1. The SAC-Service-Citizens of the City Council is who builds, maintains and manages the Knowledge Database-KDB-
using the network of organizations active in the city (and citizens), to get the information they need and respond
well to questions and demands. iSAC enables access this information in an orderly way to citizenship
2. Easy use for citizen: iSAC always recognizes the question!
3. iSAC automates the response to the most common and predictable demands, releasing a highly specialised staff
to back office work, co-ordination, evaluation services of citizen feedback.
Enabling continuous improvement of public services and an adequate response to the times and the quality of life
today.
4. It facilitates the use of the City workers: 1800 administration workers uses Isac as search databases of SAC:
5. 24 hours service
6. Access only from a single site
7. It goes beyond traditional web search engines
8. Easy maintenance of the database
9. Facilitates communications received from interested parties or third
10. We can update the role of iCities (i information, intelligent, innovative, interoperable, Internet, ...) is to make
available the cultural context in which this may be possible.
Plans of the future exploitation:
• Replace the current tool (client / server) used by the 010 reporters by ISAC
• Integration to ISAC content of the municipal website
• 2.0 Implements ISAC 30

31. Betrieb für
Informationstechnologie (BIT)
Endorsement: YES
Why: explain the reasons why you endorse to iSAC6+ for the future in your organisation. What the benefits were?
What happened that expectations are (still) high?
We hope to model iSAC into a tool for our future strategy of involving citizens more. As of now benefits for the
citizens’ attention service could not be measured. But iSAC 2.0 not only offers a sematic search engine, but also is a
tool to implement a web 2.0 strategy. For this reason we see a possible future implementation of iSAC for our cities
website www.bremerhaven.de
Lessons Learned: One of iSAC’s premises was to be developed in a kind of living lab environment, meaning that the
input of the citizens would be used to improve the service. Since did not receive a lot of feedback, it is questionable,
if such an approach would be successful during future projects and should be taken into account during future
planning.
Also a strong project team should be defined prior to starting the project, so everyone knows, what is expected of
him. During the project we had to deal with very reluctant cooperation from the CAS.
The search behaviour of users cannot be changed through offering a new service if the old one is also still available.
In comparison to Saint Medard, who exchanged their on-site search for iSAC, the usage of iSAC in Bremerhaven was
only marginal.
Plans of the future exploitation: As stated above, we will consider iSAC 2.0 as a means to implement the new Web
2.0 strategy of Bremerhaven. The strategy is still be validated by the political responsible. But when it is finally
decided to use Social Media, the ISAC solution will definitely be considered as an alternative for implementing the
connection to Facebook, Twitter, etc.
iSAC already managed to raise interest in the parties involved in the future implementation of Web 2.0 in
Bremerhaven. 31

32. Comune di Prato (PRATO)
Endorsement: YES
Why: We are continuously trying to introduce new tools to facilitate citizens in find needed information on our web sites. Any efforts
we can make to allow citizens to solve their problem avoiding that they we’ll come to the City Centre to have a meeting at the Public
Relation Office, is welcome in order to reduce administrative burdens, also because most City Council applications are available on-line.
We already use at least two kind of tradition search engine localised for our web sites, but they are still considered, by our web site
visitor, insufficient to ensure an efficient and effective search features. The introduction of a semantic tool like ISAC can help us to go in
the right direction to match citizen’s expectations.
In the project pilot we experimented, for technical and organisational reasons only the version 1.0 of ISAC platform. But, even if it is
technically difficult for a web site “forest” like the one we have in Prato City Council to adopt the ISAC 2.0 version, we plan to introduce
this new version in order to be able to index also other web site sections that were not affected by ISAC6+ piloting activities.
Lessons Learned:
The capacity for ISAC platform to reduce burdens for citizens has been clearly demonstrated both by Prato City Council and for project
next adopters in Italy.
However it has also been experimented how difficult is to make the user aware about the new possibilities offered by a local semantic
web search tool. They normally use internet search tools and only rarely try with the local search engine utilities (not only the ISAC one
but also the other traditional technologies we have adopted in the past). So to find a way to convince users to try the new tools is still a
challenge also for ISAC. In this perspective the adoption of ISAC 2.0 toolbar can be a step forward this direction.
It was very difficult to convince the users to leave their feedback, especially when using the second version of the feed-back on-line
form. The availability of a very advanced tool for analysing web site log files allowed Prato to analyse the changing of user behaviour
and then obtaining useful information about ISAC impact. However other more effective methodologies for collecting user feed-back
need to be adopted in future ISAC deployments.
The involvement of all City Council offices, interested in the potential results of ISAC platform adoption, was a key success factor. This
has to be considered a must in all future ISAC deployments.
The adoption of a platform like ISAC in large web sites using different web site creation technologies and web platforms still remain a
challenge for ISAC product. Further technical investigation need to be performed by the toll developers in order to address this issue
and to enlarge the product marketability.
32

33. Comune di Prato (PRATO)
Plans of the future exploitation:
As stated above, we will consider iSAC tool as a building brick for our user centric strategy. In the case of Prato this will be a tool to be
offered in parallel with some others similar instruments.
Its web 2.0 capabilities (present in the 2.0 version that we plan to adopt after the project) are important in the future communication
strategy of Prato City Council.
The interest in adopting the iSAC tool, by the “Linea Comune” organisation in Florence and Padova City Council, will ensure a good start
for a broad exploitation of the iSAC in Italy. The availability of other Italian administrations can also ensure to have a critical mass of
“managers” working on the creation of a semantic network well fit for Italian local authorities.
IN the near future Prato will try to enlarge the number of page and web site sections that will be indexed by iSAC.
33

34. European Institute of Women
Health (EIWH)Endorsement: YES
The European Institute of Women´s Health is pleased to endorse the ISAC6+ project and its
deliverables as an added value proposition for all bodies who are providing information for the
purposes of public services and to the public in general. ISAC6+ provides a simple approach to
implementing tools to manage complex issues in a diverse public market.
Lessons Learned: The EIWH has learned through participation in this project that it is necessary to
provide solutions as well as ensuring that time and effort to continuously reviewing your web
infrastructure and the tools used. This will help ensure that you are maximizing your ability to
manage, develop and implement the best service approaches managing user needs. This will help
ensure that any, already earned competitive advantage, is not only maintained, but retained within an
ever changing online environment.
Plans for future exploitation: One major identified need for the EIWH is to ensure that we can input
to the process of reducing health literacy issues for a growing segment of citizens and their families.
Health literacy, we believe can be improved through the implementation and use of tools such as are
provided by the ISAC project, so potentially reducing public sector expenditures and several levels
relating to health. While research may provide some of the answers, the adaptation and use of tools
that can assist, will in this process, help disseminate as well as generate online content and discussion
amongst a broader spectrum of the public and may inspire the adaptation, use and further
development of technical resources to assist in minimizing the impact of this on the public purse.
34

35. Linea Amica (FORMEZ PA)
Endorsement: YES
Why:
We believe that the searching interface of iSAC6+ is the best way to give a simple and quick to use search tool to all
user that reach a page of Linea Amica, the Italian citizens portal.
Normally the 86% of on line access to Linea Amica come from Google: citizens, searching in Google information
concerning public administration, get a specific content (news, query and answers, on line services, guidelines). This
means that 86% of our user navigate in Linea Amica from the bottom, starting not from the home page but from a
leave page of the website.
iSAC6+ toolbar is always present to give the opportunity to make a new search or to give a feedback on the content
or to get in touch with contact center operators.
In this way we plan to have a longer average time on the website with more consistent answers and to improve user
satisfaction.
Lessons Learned:
Adopting iSAC6+ technologies Linea Amica improved the performance of internal searching services in terms of
query language and answers pertinence.
Adapting open source components used by iSAC solved the limits of the internal searching functionality of the
Content Management System (Drupal).
The always-on toolbar solved a usability limit of traditional top down information architecture.
Plans for
the future exploitation:
We plan to introduce multi language searching features using the iSAC6+ localisations to implement services in
different languages. 35

36. Saint Médard en Jalles
Endorsement: YES.
Why: Improvement of the service given to the citizens : more accurate and updated information on website 24h/24 ; 7Days
More precise knowledge of citizens expectations, thanks to the feed back tool and functionalities of the « manager »
Semantic functionalities of Isac : closer to citizens language- This search engine is much more successful than the former installed on
website
It was the first time that formal, systematic and detailed statistics about attention services were set up : we will continue on that way.
We expect that the trend of decrease of phone calls and physical visits to offices observed during the 6 first months will be confirmed.
Lessons Learned:
-We think that the experience was taken at a right level : Isac is not only a search engine but a real online service that needed to be
supported by an executive management team.
The project was a good occasion to associate different departments with citizens attention service (FAQ- testing- semantic work...). The
employees were more concerned by online information service
The time of testing and preparation before the on line publishing is very important, to be sure that the answers will be efficient.
The backoffice work on manager must continue day after day
The visibility of the toolbar on the first page is very important. The Isac 2.0 version position is not so visible ( on the bottom of page)
Plans for the future exploitation:
In the very next weeks (we hope days!), the Isac 2.0 version will be online. Isac was installed on 3 local administrations website ( or
future website). It was done around the summer. The implementation by new adopters is still in progress. Some technical problems
occurred, the handling was hurried because of the issues of the project. The tool works but the results are not so efficient.
As Isac is a real online service, its installation must take time, the work with manager too, and it reveals :
- all the incoherence of information organization on websites ( vocabulary, texts, redundancy, titles, details, updating, preciseness...)
-the gap between the service given by the organization and the citizens expectations.
In that way, the experience was very positive for the city of St Médard en Jalles. We just were awarded by le Conseil Général de la
Gironde in the « Trophées Agenda 21 2012 » as a « coup de coeur » on the category of local public services with the project Isac 6+ (cf
letter)
36

37. A Summary of Endorsements
Endorsement of all pilots: YES
As pilots remarked:
BIT: iSAC2.0 is up and running and prepared to further exploitation of its possibilities
PRATO: time to extend it to all the web as the iSAC2.0 is lighter and benefits are awaiting for us
SMED: une experience enrichissante pour la meilleure qualité du service au public et pour l’image de
la ville / a innovative, rich experience for an improved quality of service to citizens and for a better
image of the city
EIWH: When we launched our ENGENDER project in the European Parliament in October 2011 (6
policies briefs) we showed it hosted by iSAC as is all EIWH information.
LINEA AMICA: We got more efficiency in searching facilities and more effectiveness in usability.
TERRASSA: iSAC is our baby. Now it is time to use it in everywhere inside our organisation. / "ISAC ens
permet donar un servei permanent, flexible, i accessible a tota la ciutadania".
Why: need of burden relief, further online info. services, with novel approaches and technologies.
Lessons Learned : Lighter versions as SaaS for faster adoption, higher service modification, will impact
to higher ABR. Involvement of several departments and change management support are necessary.
Plans for the future exploitation: They keep using it (those of the higher ABR) or they plan to push
for the whole adoption (those of lower ABR)
37

38. iSAC
iSAC saves burdens and their costs through online
citizen information services
THANK YOU
JosepLluis.delaRosa@udg.edu, @peplluis7

39. iSAC
It answers open questions and
save administrative burdens

40. iSAC
It answers open questions
and saves burdens and related costs
by means of iSAC

41. FAB – Benefits and Advantages
iSAC compared to presential and phone information services
Benefits
• Costs saving of public administrations: full online services, saves of 30+% of CIS
• Lower administrative burdens due to the self-service requirements of on-line
administrations (Reduction of time, stress and money when searching for
information (benefits of on-line administration))
Advantages
• Citizens are satisfied with online CIS equal or more than walk-in or phone CISs
• Open questions answering, in natural language, the way people ask.
• EU standard on CIS that boost the CIS service improvement at all levels
(departments, cities, regions, nations)
• Proven CIS cases of cities, governments, and organizations at several European
countries.
• Affordable CIS to all type of administrations and organisations.
41

42. FAB - Features
• 24/7 daily service. “the always available on-line CIS”
• Automatically provides to administrations with valuable statistical data about the
citizens’ concerns
• Open source
• Built –in Semantic search engine
• Thanks to citizens’ feedback, the citizens attention service improves continuously
• Supports citizens in their own languages
• Administrations offer an innovative image, using new technologies to make citizens’
lives easier
• Avoid citizens website navigation in order to find out the answer to their questions
• Citizens can easily communicate with the administration and give feedback
• Creates a new channel of communication between administration and citizen
• Administration citizens attention services reach more citizens
• Provides a fully organized information system where, besides citizens, all the
administration areas take profit of it.
• Synthetic agents
• Multichannel
42

43. YESTERDAY
Cit 1
• Work: 0h
Consult: 1’
Travel: 1h
• 1h1’ x20€/h =20.3€
Cit 2
• Work: 0h
• Consult: 1’
• Travel: 1h
• 1h1’ x20€/h =20.3€
Cit
48
• Work: 0h
• Consult: 1’
• Travel: 1h
• 1h1’ x20€/h =20.3€
Work: 8h
Consult: 48’
8hx20€/h = 160€
48’x20€/h = 16€
STOTAL = 176€
STOTAL = 48 x 20.3€ = 974€
Civil Servant

44. The administration wants to deliver further
service and turns on-line. It demands citizens
for further implication and responsibility.
This reduces costs, empowers citizens, BUT…
Citizens need much more support and
information, because they are always working
in the beginning of the learning curve
44

45. Learning Curve of Citizens
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Time of work vs. Num. of applicationsCitizens work
on the LEAST
efficient side of
the working
curve 
Civil Servants
work on the
MOST efficient
side of the
working curve
45
Num. of applications
Time

46. TODAY: Further service, less cost, but
citizens demand for more information
Cit 1
• Work: 10’
Consult: 10’
Travel: 0h
• 10’ x20€/h = 3.33€
Cit 2
• Work: 10’
• Consult: 10’
• Travel: 0h
• 10’ x20€/h = 3.33€
Cit
48
• Work: 10’
• Consult: 10’
• Travel: 0h
• 10’ x20€/h = 3.33€€
Work: 0h
Consult: 48x10’
= 8h
8h x20€/h =160€
STOTAL = 160€
STOTAL = 48 x 3.33€ = 159.84€
Civil Servant
46

47. We have now a theoretical baseline; let us see
what would happen when applying iSAC:
a) the information service is improved
b) the citizens find useful answers that speed
up their learning curve
47

48. TOMORROW: More efficient Service
Cit 1
• Work: 10’
Consult: 10’
Travel: 0h
• 10’ x20€/h = 3.33€
Cit 2
• Work: 10’
• Consult: 10’
• Travel: 0h
• 10’ x20€/h = 3.33€
Cit
48
• Work: 10’
• Consult: 10’
• Travel: 0h
• 10’ x20€/h = 3.33€€
Work: 0h
Consult: 0h
STOTAL = 0€
STOTAL = 48 x 3.33€ = 159.84€
Civil Servant

50. 0.80
0.83
0.86
0.81
0.65
1.51
1.62
1.45
1.30
1.07
0.86
0.70
1.58
1.81
1.69
1.56
1.26
1.11
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
The CIS phone and online services in Terrassa with questions per capita.
The dashed line are the phone calls, and the solid line the total calls including iSAC.
The online applications were introduced in 2004*  nearly 3 times more phone
calls!
50

51. 51
37.496 (46.9%)
Questions are put forward out of
time window of telephone and
walk-in attention offices

52. 52
ROI is from 3 times
Investments Maintenance
Integration and SaaS CIS Consultancy Change mgnt SaaS
TER 5,000 € 3,000 € 18,000 € 6,408 €
SMED 3,000 € 2,000 € 6,000 € 2,000 €
PRATO 5,000 € 3,000 € 12,000 € 3,000 €
Estimated
Investments from
Yearly
Maintenance
Yearly Savings
from ROI from
TER 26,000 € 6,408 € 81,067 € 8.6
SMED 11,000 € 2,000 € 14,361 € 3.4
PRATO 20,000 € 3,000 € 21,629 € 2.8
Does iSAC payoff?