Document

www.cio.gov.on.ca

Business Transformation Business Transformation Through Enterprise Through Enterprise

Architecture and InnovationArchitecture and Innovation

Dave WallaceCorporate Chief Technology Officer

Management Board SecretariatOffice of the Corporate Chief Information Officer

October 2004

Queen’s Printer for Ontario 2

Agenda

• Business Transformation in the Ontario Government– Brief Tour From Past to Present and Beyond

• Meeting the Challenges– I&IT Vision and the Office of Corporate Chief

Technology Officer (OCCTO)’s Role• Role for Enterprise Architecture

– Evolution– Look to the Future: Enabling Innovation


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


Government Transformation

From…Bureaucratic

One-channel service

Vertical silo thinking

Duplicating cost

Invisibility

To…Citizen-centred

Multi-channel service

Cross-boundary thinking

Reusing successes

Transparency

Changing expectations from the public

Globalization

Fiscal PressuresTechnology Advances


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

annually• 60+ kiosks

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• SSH Agency will connect heath

care sector facilities and partners

Personal & Business Registration• $137M revenue• Affects 11.9M people; all

businesses• >3.6M transactions annually• Connected to CCRA

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

other policing agencies

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

assessments/reassessments annually• Connected to banks & CCRA• e-filing

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• >100 million transactions• 17 fed/prov. programs


Electronic Service Delivery (ESD)

Providing services electronically to our clients

Common I&IT Infrastructure

Underlying technology to support both enterprise-wide and business specific applications

Integrated Service Delivery (ISD)

Providing Ontario services over the counter and electronically to individuals and businesses

Sectoral ReformUsing I&IT to drive and enable

sectoral reform

Enterprise Resource (HR and Financial) Systems and e-commerce processes

Corporate Systems and Enablers

Citizen Engagement

Enabling two-way publicinteraction

The E-Government Context

Enterprise Architecture and Standards


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

Connecting government and citizens through

increased transparency and citizen engagement

opportunities

Develop enterprise management systems and approaches that drive more value from investments


e-Government to e-Ontario

e-Public Sector

e-Ontario

Go e-2003Position Ontario as a leaderin electronic service delivery

Ontario as a global leader in the creation of social and economic benefits

through I&IT

Consolidate, standardize,

utility infrastructure,

asset management

Collaborate, provide

seamless service

…2005…2006…2007…2008…e-OPS

…2008…2007…2006…2005…


SYNERGY

COMPLEXITY

TECHNOLOGY

The Public Receiving Seamless Service

Public Policy Issues are Increasing Complex & Multi-jurisdictionalare addressed effectively and on a timely basis

Technology Providing Opportunities to Transform Organizations to Connected Entities

PUBLIC EXPECTATION

People Working Together Create Better Solutions

What This Means for the Ontario Public Service


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


Dave Wallace Corporate Chief

Technology Officer

Greg Georgeff Corporate Chief

Information Officer

Joan McCalla Corporate

Chief Strategist

Blair Smith Corporate

Chief Service Delivery

Ontario’s I&IT Organization

Cluster Chief Information Officers

Economics/BusinessChris Renaud

Central AgenciesMarty Gallas (A)

Community ServicesJim Hamilton (A)

Land/ResourcesDes McKee

JusticeJohn DiMarco

Human Services Lorelle Taylor

TransportationDavid Nicholl

Lisa SherinHR & Stakeholder Education Branch

Peter Macaulay Corporate Security


DIVISIONAL MANDATE: To effectively identify and assess the strategic future value of information and information technology To effectively identify and assess the strategic future value of information and information technology (I&IT) in order to influence its adoption in support of the business agenda of the government.(I&IT) 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

DIVISIONAL MANDATE: To effectively identify and assess the strategic future value of information and information technology To effectively identify and assess the strategic future value of information and information technology (I&IT) in order to influence its adoption in support of the business agenda of the government.(I&IT) 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

Corporate Chief Technology Officer

Mandate: To provide effective leadership and support functions to ensure that the Ontario Government’s 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.

Corporate Chief Technology Officer Organizational Structure, Mandates, & Functions

Planning, Admin Finance and

Technology SecretariatFunctions

Planning, Admin Finance and

Technology SecretariatFunctions

ITSM Strategies and ChangeManagement

ITSM Strategies and ChangeManagement

Innovation and Applied

Technology

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

CorporateArchitecture and

Standards

CorporateArchitecture and

Standards


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


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 I&IT is enterprise architecture

• It is the blueprint that provides the framework for quality and timely I&IT solutions that are business-driven

• …now more than ever, enterprise architecture is needed for government


Design

ComplexEntity

Has a

Architecture Enterprise

EnterpriseComponent

Is a type ofHas an

Environment

Exists in

Influences

Mission

fulfills

Model

optimizes

Describes

Describesrelationships &interactions of

Describesrelationshipof complex

entity to

Describesprinciples for

Describes fundamentalstructure, function & behavior of

Exhibits

Semantic Model for Enterprise Architecture


Evolution of Architecture in the OPS

I&IT Strategy

EIA Project Ph. 2

Centre of ExcellenceProjects

1998

1998-1999

1999-2000

2000-present

2001-2002

ArchitectureAssessment

2002-2003

2003-2004

Enterprise I&IT Architecture (EIA)

Project Ph. 1

Programs & Services, InformationModeling, Adaptive Infrastructure

Checklist & Guidebook

E-Ontario & BTEP Alignment

2004-2005


Putting the “Business” In Architecture

• The primary purpose of business architecture is to accurately capture the business requirements

• In this way, resulting I&IT 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


Generic Public Sector Enterprise Model

ClientOrganizations

IndividualClientsOutputs

ProviderOrganizations

Authority

AccountabilityRoles

Responsibility

Used in

Deliver

Accomplish

Governance Outcomes& Impacts

Jurisdictions

Programs

Services

Processes

Resources


Enterprise Business Context Model

ENTERPRISEARCHITECTURE

Clients

Governors

Partners/Agents

Suppliers

Accountability

Collaboration

Ser

vice

sP

rocurement

Architecture Governance Today in the Ontario Government

Deputy Ministers’ Committee on

Transformation of the OPS

I & IT Executive Leadership Council

Transformation

Leadership

Council

Architecture Review Board

Architecture Core Team

Cluster Architecture Review Board

Cluster Architecture Core Team

Cluster Domain Architecture Teams

IT Standards Council

Cluster CIO

Cluster Projects (Change Initiatives)

Info

rmati

on

Tech

nolo

gy

Applic

ati

on

Secu

rity

Busi

ness

Domain Architecture Team Leads

Corporate Architecture & Infrastructure

Projects


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


Current Level OfOpportunity For

Business

Exp

and

edO

pp

ortu

nitie

s Fo

r B

usin

ess

Short-Term Trends

To Watch and Key Ones to

Act On

2 + Years Technology“Triggers”

WidensHorizon

3 - 5 Years Technology“Signposts”

WidensHorizon

5 + Years

Innovations That Expand Business Opportunities


Managing Change By Balancing Benefits and Risk

New Business

Models

New Processes

Improved Processes

Investigations or Proof-Of-Concepts

Work Underway or

Pilots

2+ Years

Overall Technology Direction:

The use of technology will become pervasive, secure and transparent wherever you are, whatever you are doing, and at any time.

Overall Technology Direction:

The use of technology will become pervasive, secure and transparent wherever you are, whatever you are doing, and at any time.

3 - 5 Years 5 - 10 Years

Risks

Ben

efit

s

Long –range Tracking

10+ Years

Stages of Matu

rity

Stages of Matu

rity

Stages of Matu

rity

Stages of Matu

rity


The Technology Future Series


2004/05 Information Technology Themes2004/05 Information Technology Themes

Pervasive Computing Knowledge

Management

Deep Computing

Ease of Use Real-Time Computing

Wireless Connectivity

Mobile Devices

Open Standards

Identity Management

Personalization

Intelligent Agents

Search Engines

Collaborative Filtering

Social Network Analysis

Instant Messaging

Utility Computing

Visualization

Data Mining

Pattern Recognition


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


Summary

• Ontario’s 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!


Thank You!

Dave WallaceCorporate Chief Technology Officer

[email protected]

Document

Business

ontario public service

ontario services

provideseamless service

government transformation

forward egovernment

ontario works

position ontario

ontario government brief