Ontarios Enterprise Strategy for Portals eGovernment Branch Management Board Secretariat GTEC Week,

1
Business Transformation Through Enterprise
Architecture and Innovation
Dave Wallace Corporate Chief Technology
Officer Management Board Secretariat Office of
the Corporate Chief Information Officer October
2004
2
Agenda

• Business Transformation in the Ontario Government
• Brief Tour From Past to Present and Beyond
• Meeting the Challenges
• IIT Vision and the Office of Corporate Chief
  Technology Officer (OCCTO)s Role
• Role for Enterprise Architecture
• Evolution
• Look to the Future Enabling Innovation

3
Political Pressures Government Priorities are
Causing Change

• Strong sense of accountability to 12 million
  shareholders.
• Focus on reforming programs and delivering change
  with real, tangible, measurable results in such
  priority areas as health and education.
• Moving to a balanced budget on 2007/08
• Greater intergovernmental cooperation and
  collaboration required
• Sharing solutions is cost-effective avoids
  duplication across organizations
• People working together create better solutions
• Public policy issues are increasingly complex
  multi-jurisdictional
• Today, technology provides opportunities to
  connect organizations
• The public expects seamless service

4
Government Transformation
Changing expectations from the public
Fiscal Pressures
Technology Advances
Globalization

• From
• Bureaucratic
• One-channel service
• Vertical silo thinking
• Duplicating cost
• Invisibility

• To
• Citizen-centred
• Multi-channel service
• Cross-boundary thinking
• Reusing successes
• Transparency

5
Service Delivery Depends on Information
Information Technology

• Education
• Affects 3.1 M students annually, and 120,000
  teachers in 4,700 schools
• 1M active OSAP accounts, 1,500 Financial Aid
  Officers
• 2.4 B in loans
• gt100 million transactions
• 17 fed/prov. programs

• Health Insurance
• 6.5B payment
• Affects 23,000 doctors
• 170M services paid annually
• SSH Agency will connect heath care sector
  facilities and partners

• Tax Revenue
• 48.7B revenue
• Affects 11.9M people all vendors
• 5.1M returns payments 2.4M assessments/reassess
  ments annually
• Connected to banks CCRA
• e-filing

• Social Assistance
• 3.7B payment
• 700,000 beneficiaries
• 200,000 Ontario Works 200,000 Ontario
  Disability Support cases processed annually

• Personal Business Registration
• 137M revenue
• Affects 11.9M people all businesses
• gt3.6M transactions annually
• Connected to CCRA

• Police (OPP Municipal Co-op)
• Affects 11.9M people 25,000 police
• gt1M calls monthly
• Major Case Mgmt System connects to other policing
  agencies

• Driver/Vehicle/Carrier Systems
• 1B in revenue
• Affects 9.1M people
• 27M business transactions annually
• 60 kiosks

6
The E-Government Context
Integrated Service Delivery (ISD) Providing
Ontario services over the counter and
electronically to individuals and businesses
Citizen Engagement Enabling two-way
public interaction
Sectoral Reform Using IIT to drive and enable
sectoral reform
Electronic Service Delivery (ESD) Providing
services electronically to our clients
Enterprise Resource (HR and Financial) Systems
and e-commerce processes
Corporate Systems and Enablers
Enterprise Architecture and Standards

Common IIT Infrastructure
Underlying technology to support both
enterprise-wide and business specific applications
7
Moving Forward e-Government in OntarioPublic
Transactions - Electronic Services - Internal
Transformation
Government and cross-jurisdictional collaboration
to drive social development, economic
competitiveness and regulatory harmonization
Integrated, cross-jurisdictional service delivery
through multiple channels that is
customer-focused, seamless and convenient
Develop enterprise management systems and
approaches that drive more value from investments
Connecting government and citizens through
increased transparency and citizen engagement
opportunities
8
e-Government to e-Ontario
Go e-2003 Position Ontario as a leader in
electronic service delivery
Consolidate, standardize, utility
infrastructure, asset management
Collaborate, provide seamless service
e-Public Sector
e-OPS
2008200720062005
2005200620072008
e-Ontario
Ontario as a global leader in the creation of
social and economic benefits through IIT
9
What This Means for the Ontario Public Service
SYNERGY
People Working Together Create Better Solutions
COMPLEXITY
Public Policy Issues are Increasing Complex
Multi-jurisdictional are addressed effectively
and on a timely basis
TECHNOLOGY
Technology Providing Opportunities to Transform
Organizations to Connected Entities
PUBLIC EXPECTATION
The Public Receiving Seamless Service
9
10
Meeting the Challenges

• S
• M
• A
• R
• T

imple by being Seamless
anageable by being Measurable
ccountable by being Accessible
elevant by being Responsive
rusted by being Transparent
10
11
Ontarios IIT Organization
Cluster Chief Information Officers
12
Corporate Chief Technology Officer
Organizational Structure, Mandates, Functions
DIVISIONAL MANDATE To effectively identify and
assess the strategic future value of information
and information technology (IIT) in order to
influence its adoption in support of the business
agenda of the government. Focus Areas
Enterprise architecture and standards
Advanced/enabling and transforming technologies
Architecture and change management governance
IT Service Management strategies and processes
Horizontal opportunities and initiatives
Corporate Chief Technology Officer
Planning, Admin Finance and Technology
Secretariat Functions

Corporate Architecture and Standards
ITSM Strategies and Change Management
Innovation and Applied Technology
Mandate To lead the strategic planning for the
evolution of an enterprise IT Service Management
(ITSM) model (standards, best practices,
processes, technology) across the OPS and to
manage the enterprise change management
discipline and function
Mandate To provide effective leadership and
support functions to ensure that the Ontario
Governments Enterprise Architecture,
Architecture Planning/Directions Setting, and
Technical Standards fully meet client
requirements and Quality Assurance standards
Mandate To identify emerging technology and
initiate opportunities for accelerating or
enhancing the delivery/quality/ effectiveness of
the IM/IT for the business of government.
13
Enterprise Architecture Vision
Having an Enterprise Architecture results in an
organization where there is clarity of vision,
mission and outcomes. Future strategies are
known, risks are mitigated and common values and
terminology allow for easy communication.
Clients and the services that meet their needs
are explicitly defined. Information technology is
tightly aligned and seamlessly integrated with
both current and future business design
14
A Clear Role for EnterpriseArchitecture

• Like a city, a master plan to describe the parts
  and functions of government
• For the Ontario government, their master plan for
  IIT is enterprise architecture
• It is the blueprint that provides the framework
  for quality and timely IIT solutions that are
  business-driven
• now more than ever, enterprise architecture is
  needed for government

15
Semantic Model for Enterprise Architecture
16
Evolution of Architecture in the OPS
E-Ontario BTEP Alignment
2004-2005
Architecture Assessment
2003-2004
Checklist Guidebook
2002-2003
Programs Services, Information Modeling,
Adaptive Infrastructure
2001-2002
Centre of Excellence Projects
2000-present
EIA Project Ph. 2
1999-2000
Enterprise IIT Architecture (EIA) Project Ph. 1
1998-1999
IIT Strategy
1998
17
Putting the Business In Architecture

• The primary purpose of business architecture is
  to accurately capture the business requirements
• In this way, resulting IIT solutions meet the
  needs of the end-user
• Business architecture accomplishes this by 
• Gaining a clear understanding of service needs
  from a client point of view
• Optimizing the service value chain
• Providing the right level of infrastructure and
  solutions

18
Generic Public Sector Enterprise Model
19
Enterprise Business Context Model
20
Architecture Governance Today in the Ontario
Government
Deputy Ministers Committee on Transformation of
the OPS
Transformation Leadership Council
I IT Executive Leadership Council
Cluster CIO
Cluster Architecture Review Board
Architecture Review Board
Cluster Architecture Core Team
IT Standards Council
Architecture Core Team
Cluster Domain Architecture Teams
Domain Architecture Team Leads
Corporate Architecture Infrastructure Projects
Cluster Projects (Change Initiatives)
Business
Information
Application
Technology
Security
21
View Forward OPS Architecture Directions

• Growing maturity with iterative development
• Reducing the many variations of development
  methodologies - the common thread UML
• Repository and collaboration tools
• Collaborative inter-governmental development of
  key reference models and methodologies
• Community of practice improving skills in
  government and in industry to strengthen
  partnerships
• Need for Inter-governmental governance

22
Innovations That Expand Business Opportunities
Current Level Of Opportunity For Business
23
Managing Change By Balancing Benefits and Risk
24
The Technology Future Series
25
(No Transcript)
26
Inter-Jurisdictional Opportunities

• As a combined voice, governments have a
  significant voice
• Working together can save time and money
• More consistent solutions will drive horizontal
  government
• Enterprise Architecture and specifically business
  architecture alignment
• Open software and standards are changing
  technology directions can be driven by
  government
• Leveraging technology innovations

27
Summary

• Ontarios transformation agenda is ambitious
• Architecture and open standards are key to this
  agenda
• We have implemented enterprise architecture in an
  evolutionary and federated manner
• We see collaboration with the federal, municipal
  governments and private industry is crucial
• Effective collaboration will require the degree
  of flexibility with technology innovation
• Enterprise Architecture IS the means to the end!

28
Thank You!
Dave Wallace Corporate Chief Technology
Officer 416-327-4108 dave.wallace_at_mbs.gov.on.ca