Service Delivery to Business and Mapping Concurrent Session Tuesday, May 27 8:00 – 9:00 presented by: Robert Smith, IC Deb Farr, MCBS (ON) Lac Carling.

Service Delivery to Business and MappingConcurrent Session

Tuesday, May 27 8:00 – 9:00

presented by:

Robert Smith, ICDeb Farr, MCBS (ON)

Service Delivery to Business and MappingConcurrent Session

Tuesday, May 27 8:00 – 9:00

presented by:

Robert Smith, ICDeb Farr, MCBS (ON)

Lac Carling VII

May 25-27, 2003

2

Outline Introduction

Service to Business Vision Progression – Service Maturity Model Business client – complex segmentation Framework

BIZPaL

Business Service Mapping

Community of Interests

3

Introduction: Need to for Multi-jurisdictional Collaboration

All orders of Government are embracing on-line service delivery.

Recognition that aligning and sharing our work, strategies and experiments will lead to improved service.

IM standards and open architecture will increase the level of collaboration.

4

Service to business should be directed at the highest level of the service maturity model.

Information Coordinator Role – One to Many delivery approach

Personalization of interaction – One to one, one to small group, harmonized information,

Mature interaction and transaction – Many to one delivery approach

Transformation/Facilitation Agent – Many to Many services approach

Consistent information - Good listener, reactive to enquiries, basic interactions

Extended, breadth of services – Proactive, tailored interaction

Complete services with depth – Seamless, bundled services, integrated channels; end-to-end services and solutions

Stimulating, engaging, connected Government – Collaboration, overall experience, transformed services; eGovernment, “no wrong door”

Online Presence/ Basic Capability

Service Availability

Mature Delivery

Service Transformation

Service to Business Framework

Service Maturity Model

Common offerings; differentiated enablers

Differentiated offerings; Common enablers

5

micro

small

mediu

m

Pote

nti

al

large

time

pre-

star

t to

trans

ition

local

national

international

Type of Business

financeproductio

n

aboriginal

marketing technology

youth women

INTER

EST

LIFEC

YCLE SECTOR

LOCATIONSIZ

E

Increased Accessibility

Facilitated Com

pliance

Integrated Services

Valued Relationships

Simplified Program

s

Other

Business NeedsBusiness Needs

Business client segmentation is complex: business acts on needs that relate to obligations (regulations), rights (entitlements) and optional services.

6

The service to business vision/strategy is guided by principles that set the direction for action consistent with the on-line service transformation.

Service to Business Context

Client-centric

• Business at the centre of the vision

• Tailored and bundled client offerings; common, shared, reusable enablers

• Start with vertical harmonization of services

• Be directionally correct with implementation activities

• The transformation initiatives need to deliver value, be manageable and engage key stakeholders

• Leverage existing assets, on-going initiatives and central agency investments

• Promote take-up of e-channel and self-service within an integrated multi-channel approach

Accountability

• Accountability for program results remains with Programs; deliver to defined service levels.

• Balance business satisfaction, program effectiveness/integrity and GoC efficiencies pressures

• Do not distil the expertise; provide access points with seamlessly tiered expertise

Transformation

7

The client experience will be more compelling as the service to business moves up the maturity model levels.

Outcome Area Online Presence/ Basic Capability

Service Availability Mature Delivery Service Transformation

Increased accessibility

Ease of access and navigation;

Personalized pushed information

“What if” capability “Harmonized content”

Facilitated Compliance

Compliance requirements

Anticipatory help Bundled transactions “SMART Regulations”

Inter-jurisdictional processes;

Integrated Services Consistent generic services across channels and access points

Increased self-service, variety of generic solutions

End to end solutions with bundled services

“Seamless solutions”

Remove barriers to success

Impact programs Program offers Push program opportunities based on personalization

Targeted Programs “Breakthrough Programs”

Cross-jurisdictional processes and programs

Valued Relationships Voice for Business Network of businesses Business / services exchange

eGovernment, eDemocracy Advocacy focal point

Service to Business FrameworkIn

cre

as

ing

Co

mp

lete

ne

ss

of O

fferin

gs

Increasing Sophistication, differentiation of Offerings

Gateways and Clusters

“My BIS” Subscription

Fed Incorporation

“BIZPaL”

Business Registration On-line

8

The enabling capabilities will need to evolve to be more integrated and shared as the offerings become more mature.

Capability Area Online Presence/ Basic Capability

Service Availability Mature Delivery Service Transformation

Information Management

Separate IM approaches

Content management Common taxonomy and metadata; Common IM

Shared knowledge base

Back Office Systems Departmental Interaction across departments

Integration of systems Shared services

Customer Relationship Management

Contact centre management

Personalization in integrated networks, co-browsing

Client segmentation, analytics capability, case management

Client management, best practices,

Infrastructure (e.g. secure channel, broadband)

Single use infrastructure

Access and reach strategy

Authentication and certification

Broadband connectivity

Business logic and back-end integration

Connected communities

Shared service

Ubiquitous access and reach

Points of Presence Program and channel focus

Leverage assets – e.g BG, CBSC, Service Canada, CAP and Canada.gc.ca

Rationalized points of presence

Shared points of presence with integrated channels across levels

Business Processes Departmental processes

Interoperability

Common service standards

Integrated, cross-jurisdictional processes

Transformational process management, process excellence

HR and Culture Program focused

Agreements

Relationship management

And Alliances

Client-centric; Leverage best practices, continuous learning

Multi-skilled, multi-faceted knowledge workforce

Policy and Legislation Limiting

Departmental funding

Remove barriers; Co-funding Rationalize policies

eConsultation; shared funding

Collaboration platform Shared risks, rewards

Communication and marketing

Departmental, program specific

Outbound marketing; targeted messages

Cross-channel marketing/ take-up

Viral marketing;

Readiness assessment

Inc

rea

sin

g C

om

ple

ten

es

s o

f En

ab

ling

Ca

pa

bilitie

s

Increasing Integration and Commonality of Enabling Capabilities

Service to Business Framework

COI

COI

MAPPING

MAPPING

MAPPING

9

BIZPaL

Mature delivery vertically integrated bundling of services;

Meets the main principles of the service to business vision:

Client-centric Organizations stay accountable for their services Transformation

Example of collaboration across governments and organizations.

10

Getting to mature delivery - BIZPaLWhy start with business licenses and permits?

Business associates regulatory and compliance roles with government. Area is complex, jurisdictionally shared, irritant for business

Business Gateway focus testing:“Businesses all say that regulation and compliance is cumbersome: too much time is wasted looking for and completing forms”

Ontario found as many as 26 permits are needed to open a resort

Even the smallest businesses will need an average of 5 licenses or permits in their lifetime

A significant proportion of business services originate in municipalities which have yet to go online.

76% of Canadian businesses want to be able to register for all permits and licenses governments in a single transaction. (Ekos Research – Rethinking the Information Highway)

11

Unique Approach Federal funding available to develop the concept in

stages. Invitation to develop a business case.

Demonstration prototype built based on international research, best practices.

Business case built collaboratively: 10 provinces, 1 territory 6 municipalities Federal government

Business case addressed tough issues around: Governance/collaboration Sustainability

Submitted for “early phase” funding consideration from federal government.

Getting to mature delivery - BIZPaL

12

Getting to mature delivery - BIZPaL

Functional Vision: a convenient entry point for all Canadian

businesses • level playing field for all, • irrespective of jurisdiction, • portability across regions)

Wizard to find what licenses/permits are needed Gateway to direct to the provider of the licenses

and permits, Ability to apply for most licenses and permits

online (e.g. submit form) Ability to pay fees online

13

14

15

BIZPaL Next Phase In the next year, project associates can participate at various levels:

Contributing “in kind” or other resources that would further a fully integrated solution Help build enthusiasm and interest in the project Possible leveraging of existing systems and initiatives Share development environments or personnel if appropriate Funding

Several committees and working groups are being set up to move forward. Executive champions to encourage further collaboration Share operational leadership in on-going work.

For more information or to participate:Contact: Jim Lowe, Project Manager, Industry Canada

613-941-3477 e-mail: [email protected]

16

Stakeholders: (Small) Canadian Businesses, Intermediaries (Advisors) and Providers

Government ProvidersPolitical

Machinery

Channels

Portals

ESD

Political

Machinery

Channels

Portals

ESD

Political

Machinery

Channels

Portals

ESD

FEDERAL PROVINCIAL MUNICIPAL

Integrated Service Delivery

Str

uctu

re

Business Clients (by business size)

Pot

entia

l

Mic

ro

Sm

all

Med

ium

Larg

e

Inde

term

inat

e

peers/partnerscustomers & clients competitors

Other service providers

Intermediaries and Influencers

BanksBanks OthersOthers

peers/partners customers and clients

competitors

“The Bridge”

AssociationsAssociationsAccountantsAccountants

Govern

men

t

Bu

sin

ess

Advisor

Integrated Service Delivery for Business

17

As discussed earlier ….

The business community is not an homogenous group.

Business segmentation helps us to better understand and link the client to the required service/content provider(s).

As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items

micro

small

mediu

m

Pote

nti

al

large

time

pre-

star

t to

trans

ition

local

national

international

Type of Business

financeproductio

n

aboriginal

marketing technology

youth women

INTER

EST

LIFEC

YCLE SECTOR

LOCATION

SIZ

E

Increased Accessibility

Facilitated Com

pliance

Integrated Services

Valued Relationships

Simplified Program

s

Other

Business NeedsBusiness Needs


18

Municipal

InterpretationDiscretion Forms

ApprovalsCertificationsPermitsCertificates

ofCompliance

Other

PolicyDirectives

Guidelines

RegistrationsLicensesRequiredReporting

Standards

Admin.Practices

Investigations Inspection Audit/Monitoring

Hearings/Adjudication

What Business Sees

Provincial

InterpretationDiscretion

Forms


ofCompliance

Other

PolicyDirectivesGuidelines


Standards

Admin.Practices



Federal

InterpretationDiscretion

Forms


ofCompliance

Other

PolicyDirectivesGuidelines


Standards

Admin.Practices





19

Business Services Mapping (BSM)

In order to get a better understanding of what business sees, we looked at:

Inventory of OPS Services to Business from 11 Ministries with 85% of B2G services

List of Federal and Municipal Business to Government programs

Inter-ministry and inter-jurisdictional service touch points

6 industry sector customer perspective scenarios



20

BSM Data Gathering

ISD Leads identified Ministry representatives Ministry representatives provided the

information Information, now stored in the database,

requires a quality control review It is important to distinguish between:

Programs e.g.. MCBS Companies Branch services and e.g.. Business Incorporation Processes e.g.. Registration, Renewal,

Amendment

Note that the following results relate to provincial information. As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items


21

BSM Framework



22

BSM Preliminary Results: Services by Ministry

Programs = 74 Services = 181 Processes =387


43

30

24

19

14 14 10 10 10

4 3

0

5

10

15

20

25

30

35

40

45

Number of ServicesServices by Ministry


23

BSM Preliminary Results: Business Identifiers

The most commonly used identifier is the Federal Business Number. A substantial number of services use no identifier. 88% of services cannot match to a common business identifier.


Business Identifiers Used by Service

No identifier used (62)41%

Program Specific (64)42%

Federal Business Number (19)

13%Other (5)

3%

ONBIS Number (1)1%


24

BSM Preliminary Results: Service Channel Availability


“Web” access may mean as little as providing a downloadable form or information on line.

A significant number of services are adjudications, inspections or consultative requiring face to face interaction

120 (79%)

88 (58%)

59 (39%)

20 (13%)

82 (54%)

12 (8%)

76 (50%)

0 20 40 60 80 100 120 140 160

Number of Services

Mail / Fax

Over the Counter

Call Centre

Interactive Voice Recognition

Web

Kiosk

Face to Face

Service Channel Availability by Process


25

BSM Preliminary Results: Service Access Frequency

Services tend to be accessed annually or on an unpredictable frequency.



26

BSM Preliminary Results: General

Business identification information is required repeatedly with possibly high levels of redundancy redundancy redundancy.

71 authenticated services is probably a minimum for ESD. High volume transactions are largely clustered in four ministries.

Registration information taken

84 45%

Authentication Required 71 39%

Service Fee charged 72 39%

Highest Volume Transactions

Finance, CBS, Labour, Transportation

Lifecycle stage Beyond registration, low correlation



27

Client Perspective Service Scenarios

Industry Sector Selection Criteria Has small to medium size companies Key Business for growth and retention Firms at various stages of business lifecycle Geographically dispersed Multi-jurisdictional needs Political and public interest

Auto Parts Mfg Transportation – Trucking

Construction – Residential Retail – Food Products

Financial Services – Insurance Agriculture – Dairy



28

BSM Preliminary Results

Residential Construction - New Sub-division

Dec

isio

n P

ath

Mun

icip

al P

rogr

ams

Pro

vinc

ial

Pro

gram

sF

eder

al P

rogr

ams

Ministry: MMAH

Program: One Window Land Use Planning

Description: Incorporates approvals fromEnvironment; Natural Resources; Transportation;Citizenship, Culture and Recreation; Agricultureand Food; and Northern Development and Mines.

Have youregistered thesubdivision for

warranty?

Dept: Planning

Program: Zoning

End

Dept: Planning/Health

Program: EnvironmentalHealth Approvals

NRC ConstructionInstitute

Dept: Electric Utility

Program: Permission todig and/or connect toelectric system

Has the propertybeen zonedresidential?

StartDo you havethe required

permissions?

Did you receivethe help you needed

designing yoursubdivision?

Do you havelocal permits?

CanadianMortgage and

HousingCorporation

Ministry: MCBS

Program: Ontario NewHome Warranty Plan

Dept: Water Utility

Program: Permission todig and/or connect towater system

Documents: Approvals from allconcerned Ministries

Some largermunicipalities havebeen delegated the

authority from MMAHto approve land use

Dept: Planning

Program: BuildingPermits

Utilities and Municipal Permits

No NoNo No

YesYes Yes YesYes

LegendOptional B2GProgram

MandatoryB2G Program

Point in a businessevent that requires adecision to determinethe appropriate action

Multiple jurisdictioninvolved at thedecision point

Beginning orEnding ofBusiness Event

Program Decision BoxProgramStart/End

BoldDocument

Official documentreceieved as partof a program



29

OUTSIDE

INSIDE

The intention is to use this information to help identify service opportunities across multiple levels of government


Touch PointsTouch Points

Services that touch multiple ministries

and/or levels of government

Ministry Input

Ministry Input

MBSService

DefinitionHandbook

MBSService

DefinitionHandbook

MunicipalB2G

Programs

OPS B2GService

Repository

FederalB2G

Programs

Residential Construction - New Sub-division

Dec

isio

n P

ath

Mun

icip

al P

rogr

ams

Pro

vinc

ial

Pro

gram

sF

eder

al P

rogr

ams

Ministry: MMAH

Program: One Window Land Use Planning

Description: Incorporates approvals fromEnvironment; Natural Resources; Transportation;Citizenship, Culture and Recreation; Agricultureand Food; and Northern Development and Mines.

Have youregistered thesubdivision for

warranty?

Dept: Planning

Program: Zoning

End

Dept: Planning/Health

Program: EnvironmentalHealth Approvals

NRC ConstructionInstitute

Dept: Electric Utility

Program: Permission todig and/or connect toelectric system

Has the propertybeen zonedresidential?

StartDo you havethe requiredpermissions?

Did you receivethe help you needed

designing yoursubdivision?

Do you havelocal permits?

CanadianMortgage and

HousingCorporation

Ministry: MCBS

Program: Ontario NewHome Warranty Plan

Dept: Water Utility

Program: Permission todig and/or connect towater system

Documents: Approvals from allconcerned Ministries

Some largermunicipalities havebeen delegated the

authority from MMAHto approve land use

Dept: Planning

Program: BuildingPermits

Utilities and Municipal Permits

No NoNo No

YesYes Yes YesYes

LegendOptional B2GProgram

MandatoryB2G Program

Point in a businessevent that requires adecision to determinethe appropriate action

Multiple jurisdictioninvolved at thedecision point

Beginning orEnding ofBusiness Event

Program Decision BoxProgramStart/End

BoldDocument

Official documentreceieved as partof a program Customer Perspective Scenarios

Customer Perspective Scenarios

Industry SectorConsultation

Industry SectorConsultation

Validates


30

Community of Interest …..what is the concept? The service delivery concept is based on co-operation within a

Community of Interest across multiple jurisdictions There are potentially many Communities of Interest, each formed based

on common or similar needs of various stakeholders Communities are formed/maintained based on common needs of

various stakeholders There may be several pathways into or within a Community to obtain

required services. Stakeholders are free to participate and withdraw from a Community Communities are governed by a representative body based on agreed

upon standards, protocol, processes, and policies. Community members include a combination of public and private

sector participants Stakeholders may be members of multiple communities in whole or in

part.


31

The Business Communities of Interest is based on voluntary participation by stakeholders (Public/Private) and involve Multiple Gateways/Portals.

Business Clients

ServiceTransformation

Community Manager• standards• tools• etc.

Smart Navigator•profiling•specific requests

Common Support Services• authentication• payment, etc.

Content Services• Gov’t programs• private providers,• etc.

Community Governance

Service Agent of the Client

Service Agent of Government


32

Communities of Interest – Potential Advantages Government Programs remain responsible and accountable for their

services. Tiers of government can retain their individual branding by allowing

multiple portals (access points) to exist to the same services. Stakeholders can leverage their current technology/portal investments Allows smaller or less advanced stakeholders to leverage the solutions

and services provided by the community. Offers an “opt-in” model to allow stakeholders determine their own

participation level. Promotes standardization of technology and processes amongst

Community participants. Promotes the involvement of Private sector as both intermediaries and

as proven “value-added” content providers. Provides incentive to early adopters by providing a greater influence

on the creation of the “rules of engagement” and standards in the initial creation stage.


33

Communities of Interest – Potential Challenges

Determining the Governance and funding model

Community model effectiveness increases with greater

participation, therefore, need to create stakeholder buy-in.

Determining the right mix of public/private participation.

Developing tools and standards

Developing a marketing and communication plan

Gaining multi-tier government support for the concept

Creating a transition plan that encourages early

Community membership initially and builds critical mass.


34

Community of Interest - Laboratory

A laboratory sponsored by COBSC / IC and MCBS has been set up to demonstrate the concept. It will run for six months from March 3, 2003 and our use of the laboratory terminates August 29, 2003

The laboratory has been established to support network connectivity between Program Areas, Service Agents, and a Service Manager, with callable web services from a Service Provider node.

The laboratory comprises a set of governance systems that are used by participants to establish their relationship with a community and to describe the information and transaction services they will offer through it, and then to facilitate access to those information and transaction services


Service Delivery to Business and Mapping Concurrent Session Tuesday, May 27 8:00 – 9:00 presented by: Robert Smith, IC Deb Farr, MCBS (ON) Lac Carling.

Documents

service levels

improved service

online service delivery

online service transformation

business acts

business visionstrategy

bundled services

services egovernment