The Challenge of Integration

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• The Challenge of Integration
• Taking an Enterprise-wide Approach

Designing and Implementing e-Government Key
Issues, Best Practices and Lessons Learned April
2005
Greg Georgeff Corporate Chief Information
Officer Government of Ontario, Canada
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Outline

• The Ontario Government Context
• Transforming the Government of Ontario into an
  Integrated Organization
• Information and Communications Technology Enables
  this Transformation
• Ontarios Information Information Technology
  (IIT) Strategy
• E-Government Strategy
• Electronic Service Delivery (ESD)
• Streamlining Internal Services
• Transforming Public Sectors
• Citizen Engagement
• Challenge and Responses

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• Ontario population 12 Million
• Approximately 60,000 Ontario Public Service (OPS)
  employees
• Ontario Government includes 25 ministries and
  many more agencies, boards and commissions
• Direct Ontario annual expenditure is 12988
  Million excluding transfer payments and public
  debt interest (03/04)
• IT hardware, software, services and employees
  represent approximately 7 of that expenditure
  (900 million)

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Government is Heavily Dependent upon IIT

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

• Police (OPP Municipal Co-op)
• Affects 11.9M people 25,000 police
• gt1M calls monthly

• 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

• Tax Revenue
• 48.7B revenue
• Affects 11.9M people all vendors
• 5.1M returns payments 2.4M assessments/
  reassessments annually

• Health Insurance
• 6.5B payment
• Affects 23,000 doctors
• 170M services paid annually

• Education
• Affects 3.1 M students annually, and 120K
  teachers in 4700 schools
• 1M active OSAP accounts, 1500 Financial Aid
  Officers

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A New Vision of Government

• By transforming its service to the public so that
  the citizens of Ontario can obtain government
  information and services when, where and how they
  want.
• By transforming its public service to focus on
  core business and service quality, becoming
  smaller and more innovative, integrating
  operations, and redefining and clarifying
  accountability.

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Why Must We Connect?
COST-EFFECTIVENESS
Opportunity to share solutions and avoid
duplication across organizations
SYNERGY
People Working Together Create Better Solutions
COMPLEXITY
Public Policy Issues are Increasingly Complex
Multi-jurisdictional
TECHNOLOGY
Today, Technology Provides Opportunities to
Transform Organizations to Connected Entities
PUBLIC EXPECTATION
The Public Expects Seamless Service
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e-Government Dimensions
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 existing
investments
Living within our means
Connecting government and citizens through
increased transparency and citizen engagement
opportunities
Multi-jurisdictional collaboration to drive
social develop- ment, economic competitiveness
and regulatory harmonization
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The Fundamentals

• Ontarios strong enterprise approach is supported
  by multiple parallel streams of effort both
  within and beyond IIT, including
• An enterprise approach to IIT planning,
  development, and delivery
• Numerous IIT-enabled business initiatives to
  transform government, including
• Service delivery to the public
• Building internal capacity
• Sector-specific strategies
• Citizen engagement
• Changes to planning, organization and governance
• Many complementary initiatives across all
  functions

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I IT StrategyOverview
Vision I IT will be used effectively to

• I IT Strategy approved in 1998
• Reduce rate of growth in IIT expenditures given
  the increasing reliance by all programs on IIT
• Enable service delivery and program areas to work
  as one organization for improved effectiveness
  and client service

• advance the government's business vision
• enable and support flexible, responsive and
  innovative public service

• Characteristics
• Simple and Seamless
• Manageable and Measurable
• Accountable and Accessible
• Responsible and Responsive
• Trusted and Transparent

governance
common infrastructure
accountability
vision
standards
organization
policies
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IIT Organization Model
Seven IIT clusters serving 25 ministries
strong Corporate CIO model
Community Services
Justice
Central Agencies
Corporate
Transportation
Economic Business
Land/Resource
Human Services
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Foundation Projects IIT Infrastructure

• Enterprise Architecture
• Information and Knowledge Management Frameworks,
  e.g.
• Meta Data Standards and Repository
• XML Schemas and Standard Data Elements
• Information Classification (e.g. security
  classification)
• Common Infrastructure Components and Services,
  e.g.
• Portal Software, Search Engine and Content
  Management tools
• Authentication and Integrated Security Interface
  (ISI)
• Messaging and Directory
• Servers
• Network and Broadband Connectivity
• Servers, Desktop, Helpdesk and Service Management
  Processes
• Supported by policies (e.g. privacy and
  security) and standards

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Improving Client Service

• Service Transformation
• Client-focused (outside-in)
• Quality service standards for all staff
  (telephone and correspondence)
• Integrated across channels
• Integrated across programs and ministries
• Integrated across jurisdictions
• Involving multiple delivery partners in public
  and private sectors

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Integrated Service Delivery Foundation Projects

• Common Counters
• Call Centre Rationalization
• Kiosks/Public Access Terminals
• Service Definition and Mapping
• Content Categorization
• Branding
• Partnership Strategy
• Government Portal Integration Strategy
• Plus numerous program-specific initiatives

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Services to Seniors Current State
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Services to Seniors Future State
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Building Internal Capacity - The Shared Services
Strategy

• Ontario is developing a government-wide
  multi-channel service delivery strategy that will
  greatly improve service quality and information
  sharing for public servants and government
  suppliers and business partners.
• By harmonizing business practices and adopting a
  shared services model, benefits for government
  and institutions include economies of scale,
  preferred pricing and reduced operating costs.
  
•  

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The Shared Services Delivery Strategy
To
FROM
Standardized. Efficient. Integrated. Cost
effective. Customer-focused.
Redundant. Inconsistent. Incompatible. Expensive.
Resource intensive.
admin cut by 1/3

• Single corporate financial system through Oracle
  (IFIS)
• Single corporate HR system through Peoplesoft
• Online business transactions
• Private sector model
• Customer Centred Services
• Shared services for all ministries
• Established Service Delivery Strategy

• 22 ministries with their own admin/business
  services
• 5 different financial software packages used in
  12 different financial systems
• Numerous HR systems
• Paper-based business transactions
• Process Outputs

e-Government commitment
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Internal and External
A customer-centred approach internally to support
a customer-centred approach externally
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Shared Services - Foundation Projects

• e-HR (Workforce Information Network)
• e-Recruitment
• e- Learning
• e-Financials (Integrated Financial Information
  System)
• e- Purchasing
• e-Travel
• e-Tendering
• e-Marketplace
• Enterprise Portal Integration Strategy

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Transforming Public Sectors

• Ontarios economic prosperity and quality of
  life depend on how well various sectors are
  managed to deliver the best possible outcomes for
  citizens.
• The services these sectors provide often involve
  multiple ministries, the broader public sector,
  other levels of government, the not for profit
  sector and the private sector.
• The Ontario government is leading and supporting
  this transformation with several sectoral reform
  initiatives as part of its e-Ontario strategy.

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e-Health Vision

• To develop information resources to drive
  transformation of healthcare delivery in Ontario
  into an integrated care system supporting timely
  access to services, patient safety and
  accountability.

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Overview of the e-Health Strategy

• Creating and sustaining an e-Health system is
  about three major themes
• Connectivity the ability to securely and
  reliably connect all users of the health system
• Shareable Information the ability to share
  quality information among these users
• Applications and Tools the ability to
  effectively access and use this information for
  clinical and administrative purposes

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Land Information Ontario was designed to ensure
that important geo-spatial data sets exist and
are accessible to those who need them. The
information can be used to produce web-enabled
maps for land-use planning, information for the
convenient and efficient routing of school buses,
a register of economic development sites, records
of air quality over time, a digital road network
to redirect ambulances and data to develop forest
fire scenarios.
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Citizen Engagement

• Public commitments to accountability and
  transparency, include
• posting of performance results from hospitals,
  schools, water and air quality tests
• Public reporting on progress in achieving key
  commitments
• Electronic citizen engagement opportunities,
  include
• e-hearings
• e-consultations (e.g. 2004 Budget, Environment)
• Also, engaging employees through consultation
• OPS Ideas campaign

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The Biggest Challenge

• Horizontal decision-making and results in a
  traditionally vertical organizational model

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Response

• Leadership from the top
• Establishing and communicating a clear vision and
  action plan
• Maintaining a client orientation
• Performance management plans and pay for
  performance
• Measurement at all levels
• An annual results-based planning process
• Investing in change

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Response (contd)

• Structural change has been part of the solution
  including
• a strong corporate CIO model and cluster CIOs
  serving groups of ministries
• a new human resource and change management
  function within the IIT organization and new
  classifications for IIT managers and staff
• a new Integrated Service Delivery Division in the
  Ministry of Consumer and Business Services
• Ontario Shared Services providing basic
  administrative services to all ministries and
  employees
• a single internal Audit Organization with
  auditors serving clusters of ministries
• a matrixed Human Resource organization reporting
  to ministries and to the corporate centre
• new regional boundaries to be used by all
  ministry field operations

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Response (contd)

• Improved governance has been achieved through
• A Deputy Ministers Committee on OPS
  Transformation
• Cluster governance committees of Deputy Ministers
  
• An IT Executive Leadership Committee
• A Transformation Leadership Committee at the
  Assistant Deputy Minister level
• Strengthened project governance

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Responding to Challenges (contd)

• Establishing major horizontal projects working
  across ministry lines, including
• Integrated Service Delivery for Individuals
• Integrated Service Delivery for Business
• Inspections, Investigation and Enforcement
• Project Management and Excellence
• Appointing executive champions and providing
  tools to staff
• Working with other levels of government through
  formal memoranda of agreement, coordination
  Councils and specific initiatives.

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A Customer-centred, IIT-enabled Government
DELIVERY CHANNELS

• Service Delivery Channels
• use of technology
• no wrong door access to OPS services
• broader public sector municipalities, health
  institutions, educational institutions, community
  agencies
• private and public partnerships
• private sector

A Spectrum of Delivery Options
Alternate Service Delivery
Broader Public Sector
Transactional Services ServiceOntario Government
Information Centres
Integrated Delivery of Technical and Specialist
Services -One Window
QUALITY SERVICE
Ministries working in clusters for IIT,
Integrated Policy, Program Service Management
Human Services
Community Services
Economic Development
Land and Resources
Justice
Intergovernmental Affairs Local Government
Strategic Direction, Controllership
Shared Services
Information Information Technology
Enterprise-Wide Business Support Services
Audit
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Final Thoughts

• Ontario is taking a strategic approach to
  e-Government as part of its overall
  transformation agenda.
• E-government is about the g government
  programs and services - applying IIT across all
  aspects of government to enable better
  government for all better government for me
• Weve already taken large steps to improve
  services and work across sectors
• While there is still a long way to go,
• Ontario is well on the way!

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Thank You
www.gov.on.ca greg.georgeff_at_mbs.gov.on.ca 416-327
-9696