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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. Outline. The Ontario Government Context

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The challenge of integration taking an enterprise wide approach

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


  • 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

Outline 1275500

Province of Ontario

  • 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)

Outline 1275500

Government is Heavily Dependent upon I&IT

  • 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

  • >1M calls monthly

  • Personal & Business Registration

  • $137M revenue

  • Affects 11.9M people; all businesses

  • >3.6M transactions annually

  • Social Assistance

  • $3.7B payment

  • 700,000 beneficiaries

  • 200,000 Ontario Works & 200,000 Ontario Disability Support cases processed 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

A new vision of government
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.

Outline 1275500

Why Must We Connect?


Opportunity to share solutions and avoid duplication across organizations


People Working Together Create Better Solutions


Public Policy Issues are Increasingly Complex & Multi-jurisdictional


Today, Technology Provides Opportunities to Transform Organizations to Connected Entities


The Public Expects Seamless Service

E government dimensions
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


The fundamentals
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 strategy overview
I & IT StrategyOverview

Vision: I & IT will be used effectively to:

  • 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

  • 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


common infrastructure






Outline 1275500

I&IT Organization Model

Seven I&IT clusters

serving 25 ministries; strong

Corporate CIO model

Community Services

Central Agencies




Economic & Business




Foundation projects i it infrastructure
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
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

Integrated service delivery foundation projects
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

Building internal capacity the shared services strategy
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.

The shared services delivery strategy
The Shared Services Delivery Strategy



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

Internal and external
Internal and External

A customer-centred approach internally to support a customer-centred approach externally…

Shared services foundation projects
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
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
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.

Overview of the e health strategy
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

Outline 1275500

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
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

The biggest challenge
The Biggest Challenge:

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


  • 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
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 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

Response cont d1
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
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.

  • Outline 1275500




    A Customer-centred,

    I&IT-enabled Government


    • 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

    Transactional Services


    Government Information Centres







    Integrated Deliveryof Technical and SpecialistServices -One Window


    Ministries working in clusters for I&IT, Integrated Policy, Program &

    Service Management







    Land and



    Intergovernmental Affairs & Local Government

    Strategic Direction,


    Shared Services

    Information & Information Technology

    Enterprise-Wide Business Support Services


    Final thoughts
    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 “better government 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!

    Outline 1275500

    Thank You