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The Challenge of IntegrationTaking an Enterprise-wide Approach

Greg GeorgeffCorporate Chief Information Officer

Government of Ontario, Canada

Designing and Implementing e-Government: Key Issues, Best Practices and Lessons Learned

April 2005

Outline

• The Ontario Government Context• Transforming the Government of Ontario into an Integrated

Organization• Information and Communications Technology Enables this

Transformation– Ontario’s Information & Information Technology (I&IT)

Strategy– E-Government Strategy

• Electronic Service Delivery (ESD)• Streamlining Internal Services• Transforming Public Sectors• Citizen Engagement

• Challenge and Responses

ØOntario population: 12 Million

Ø Approximately 60,000 Ontario Public Service (OPS) employees

ØOntario Government includes 25 ministries and many more agencies, boards and commissions

ØDirect Ontario annual expenditure is $12988 Million excluding transfer payments and public debt interest (03/04)

Ø IT hardware, software, services and employees represent approximately 7% of that expenditure (~$900 million)

ProvinceProvinceof Ontarioof Ontario

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

Social Assistance• $3.7B payment• 700,000 beneficiaries• 200,000 Ontario Works &

200,000 Ontario Disability Support cases processed annually

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

Personal & Business Registration

• $137M revenue• Affects 11.9M people; all

businesses• >3.6M transactions annually

Police (OPP & Municipal Co -op):• Affects 11.9M people; 25,000 police• >1M calls monthly

Tax Revenue• $48.7B revenue• Affects 11.9M people; all vendors• 5.1M returns & payments; 2.4M

assessments/ reassessments annually

Education• Affects 3.1 M students

annually, and 120K teachers in 4700 schools

• 1M active OSAP accounts, 1500 Financial Aid Officers

Government is Heavily Dependent upon I&IT

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.

Why Must We Connect?

SYNERGY

COMPLEXITY

TECHNOLOGY

The Public Expects Seamless Service

Public Policy Issues are Increasingly Complex & Multi-jurisdictional

Today, Technology Provides Opportunities to Transform Organizations to Connected Entities

PUBLIC EXPECTATION

People Working Together Create Better Solutions

COST-EFFECTIVENESS

Opportunity to share solutions and avoid duplication across organizations

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e-Government Dimensions

Living within our means

Connecting government and citizens through

increased transparency and

citizen engagement opportunities

Develop enterprise management systems and

approaches that drive more value from

existing investments

Multi-jurisdictional collaboration to drive social develop-ment, economiccompetitiveness and regulatory harmonization

Integrated, cross-jurisdictional service delivery through multiple channels that is customer-focused, seamless and convenient

The Fundamentals

• Ontario’s strong enterprise approach is supported by multiple parallel streams of effort both within and beyond I&IT, including:

• An enterprise approach to I&IT planning, development, and delivery

• Numerous I&IT-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

I & IT StrategyOverview

• I & IT Strategy approved in 1998• Reduce rate of growth in I&IT

expenditures given the increasing reliance by all programs on I&IT

• Enable service delivery and program areas to work as one organization – for improved effectiveness and client service

common infrastructure

visionorganizationstandards

policies

accountabilitygovernance

• advance the government's business vision

• enable and support flexible, responsive and innovative public service

Vision: I & IT will be used effectively to:

Characteristics:•SS imple and Seamless•MM anageable and

Measurable•AAccountable and

Accessible•RResponsible and

Responsive•TT rusted and Transparent

Characteristics:•SS imple and Seamless•MM anageable and

Measurable•AAccountable and

Accessible•RResponsible and

Responsive•TT rusted and Transparent

Justice

I&IT Organization Model

Human

Services

Economic & Business

Central Agencies

Land/Resource

Transportation

Community Services

Corporate

Seven I&IT clustersserving 25 ministries; strongCorporate CIO model

Foundation Projects: I&IT 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

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

Services to Seniors: Current State

Services to Seniors: Future State

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 servicesmodel, benefits for government and institutions include economies of scale, preferred pricing and reduced operating costs.

The Shared Services Delivery Strategy

Redundant. Inconsistent. Incompatible. Expensive. Resource intensive.

To

• 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

admin $$ cut by 1/3

Standardized. Efficient. Integrated. Cost effective. Customer -focused.

e-Government commitment

• 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

FROM

Internal and External

A customerA customer--centredcentred approach internally to support a approach internally to support a customercustomer--centredcentred approach externally…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

Transforming Public Sectors

Ontario ’s 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.

e-Health Vision

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

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

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.

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

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

Response (cont’d)

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

I&IT organization and new classifications for I&IT 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 clust ers 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 operati ons

Response (cont’d)

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

Responding to Challenges (cont’d)

• 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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Integrated Deliveryof Technical and Specialist

Services -One Window

A Customer-centred, I&IT-enabled Government

AlternateService Delivery

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 sectorMinistries working in clusters for I&IT, Integrated Policy, Program &Service Management

A Spectrum of Delivery

Options

Broader PublicSector

Strategic Direction,Controllership

Enterprise-Wide Business Support Services

Transactional ServicesServiceOntario

Government Information Centres

QUALITY SERVICE

DELIVERY CHANNELS

Human Services

CommunityServices

Economic DevelopmentJustice Land and

Resources

Shared ServicesInformation & Information Technology

Audit

MBS FinanceCabinetOffice

Intergovernmental Affairs & Local Government

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 I&IT across all aspects of government to enable “bettergovernment for all” & “better government for me”

• We’ve 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!

www.gov.on.ca

greg.georgeff@mbs.gov.on.ca416-327-9696

Thank You