Teranet Business Development

1
Improving Municipal Government through Property
Information Systems An Alternative Service
Delivery Model
2
Teranet Land Information Services

• A unique Public/Private Partnership founded in
  1991
• An established information distribution utility
  founded on government content
• An e-commerce operating company enabling B2B,
  B2G, and G2G through structured e-communities
• A Canadian family of companies dedicated to
  building upon its expertise and poised to act as
  an e-government enabler

3
Teranet Profile

• Electronic services delivery for the Ontario Land
  Registration System
• Mortgage origination and brokerage in Canada
• Real estate listing and brokerage solutions in
  Canada
• Strategic consulting, technical services and
  operational solutions in Canada and
  internationally

4
Teranet3 Step Service Delivery Path

• Strategic Consulting
• Technological Infrastructure Development
• Institutional Reform and Public Sector
  Modernization
• Alternative Service Delivery Models

• Systems Integration
• Records Conversion and Automation Tools
• Development Toolkits and Frameworks
• Turn-key Solutions

• Operations
• Equity Investment
• Implementation Design
• Market Integration and Expansion
• E-Commerce Infrastructure

5
Case Profile
Jurisdiction Commonwealth of Puerto
Rico Agency Municipal Revenue Collection Centre
Centro de Recaudacion de Ingresos
Municipalities (CRIM) Program Land Information
Management System
6
Modernized Property Information Systems
Background and Definition Key Enabling
Components Strategic Issues and Operational
Models Program Update and Lessons Learned
7
Case Background and Definition
8
CRIM Fiscal Cadastre Project
An autonomous entity representing 78
Municipalities in Puerto Rico Municipal Autonomy
Act constitutes the legal framework of Local
Government Reform on the Island Development of a
new Land Information Management System 5-year,
56 M modernization of the Commonwealth Real and
Personal Property Tax System
9
CRIM Fiscal Cadastre Potential Value Added
LIMS that supports municipal planning,
infrastructure development and private sector
integration Centralization of management to
avoid duplication of effort, cost overruns and
multiple micro-infrastructures for revenue
collection Disbursement management
facility Central control and local operations
management
10
Key Enabling Components
11
LIMS An Information Infrastructure
geodetic control
foundation
x,y,z coordinates
12
LIMS Concept
base map data geodetic control
foundation
13
LIMS Concept
cadastral data base map data geodetic control
foundation
14
LIMS Concept
utility infrastructure cadastral data base map
data geodetic control
thematic
foundation
15
LIMS Concept
environmental utility infrastructure cadastral
data base map data geodetic control
thematic
foundation
16
LIMS Concept
census environmental utility infrastructure cadas
tral data base map data geodetic control
thematic
foundation
17
LIMS Concept
census, public health environmental utility
infrastructure cadastral data base map
data geodetic control
thematic
foundation
18
LIMS Concept
census, housing sales, etc. ..... environmental u
tility infrastructure cadastral data base map
data geodetic control
thematic
foundation
19
LIMS Benefits

• Land Information Infrastructure for Community
  Development and an Improved Public Service
  Delivery
• Extends beyond Municipal Government
• external agencies, public private cooperative
  strategies
• Cost Effectiveness
• Enables Data Fusion from Diverse Sources

20
LIMS Extended Benefits

• A Parcel Based Information Solution
• Shared Risk/ Shared Benefits
• Maintenance by Mandate - Data Warehousing
• Expeditious Implementation for a Multi-Purpose
  Cadastre
• An Private Sector Investment Strategy
• Building Principles to Address Stakeholder Needs
• Long-Term Equity
• Gateway Solution for E-Government

21
Enabling E-Government
Image Information
Textual Information
Spatial Information
22
Strategic Issues and Operational Models
23
Extending the ClientEnvironment
Value-Added Products
Additional Sources of Non Tax Revenue
Meeting the Land Market Requirements
Self-Serve
Efficient Provision of Services
Automation
Reduce Government Headcount
GIS Enabled Analysis
Improved Decision Support Systems
24
On-Line Access E-Service Delivery

• Potential for On-Line Access to Government
  Content
• ACCESS to be MARKET DRIVEN and CUSTOMER FOCUSSED
• Additional Revenue Potentials through an
  Integrated E-Model for
• Government to Government Commerce
• Business to Business Commerce
• Business to Government Commerce
• Improved Delivery Mechanisms

25
Extending the ClientEnvironment
Shared Benefit Pricing
Flexible Payment Terms
Meeting the Land Market Requirements
Integrated Tax and Legal Cadastre
Improved Delivery of Government Services
Sell Infrastructure
Outsourcing of System Management and Operational
Environment
26
Alternative Service Delivery Models
Agencies (Institutional Reform Initiatives) Govern
ment delegates service delivery to a scheduled
agency Arms length management Devolution (CRIM
Environment) Government transfers responsibility
for service delivery Other levels of Government
Profit and Non-Profit Organizations Receive
transfer payments for service delivery
27
Alternative Service Delivery Models
Purchase of Services (Outsourcing
Schemes) Government purchases services under
contract from Private Firm Retains accountability
for service includes outsourcing Partnerships
(Teranet Environment) Government enters formal
agreement for provision of services Contribution
of resources Partnerships with other parties
shared risk/ shared reward
28
Alternative Service Delivery Models
Franchising/ Licensing Government confers to
private sector rights to sell products and
services Accordance with prescribed terms and
conditions Or grants license to sell products or
services that would otherwise not be
allowed Privatization (BOO or BOOT
Schemes) Government sells its assets or
controlling interests in a service Continues
protection of public interests through
legislation and regulation
29
ASD Selection Criteria
Protection of the Public Interest Need for Close
Political/ Policy Control by Government Degree of
Financial Dependence on Government
Funding Management and Administrative
Flexibility Application of Market Forces Cost/
Benefit Analysis
30
Looking Back Lessons Learned
31
Implementation Issues
Utilization of Global Practices Knowledge
Transfer and the Value of Past Mistakes Quality
Implementation Management is Paramount Up-front
Strategic Planning Long-Term Investment
Solutions Patient Money Build on Realistic
Time-frames and Achievable Milestones usually
spanning over several changes in political
administrations
32
Strategic Issues
Invest in Communications and Public
Awareness Build Data Partnerships and Strategic
Alliances Reduce Fragmentation in the Market
Place Save through Client Relationships Earn
through Data Suppliers and Business
Partnerships Set Business Direction and
Structure Early Vision and Mandate Clarity of
Purpose Short Term Goals and Mid-Term Direction
Consumer Focus/Market Driven Orientation
33
Political Issues
Stakeholder Awareness and Support Participation
from ALL Levels of Government New model of
Government Program Delivery ASD Toolbox
Uptake and Acceptance is Highly
Underestimated Investment in Resources Skills
Development Information Policy and Asset
Inventories Information Privacy Issues MUST be
Addressed on the Onset Build and Catalogue
Intellectual Property A Valuable Future
Asset Track Legal Concerns and Monitor Liability
and Business Risks
34
Management Issues
Ensure Core Competency Exists Client
Representation Supplier Representation Team
Dynamics will be Paramount to Success Partnership
Selection Build on a shared risk/shared reward
platform Ensure Best Practices Ensure
Implementation Manager has strong portfolio and
well recognized skills Built on Longevity and
Open Forum Concept
35
Open Forum