Service Delivery to Business and Mapping Concurrent Session Tuesday, May 27 8:00 – 9:00 presented...
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Transcript of Service Delivery to Business and Mapping Concurrent Session Tuesday, May 27 8:00 – 9:00 presented...
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
Integrated Service Delivery for Business
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
ApprovalsCertificationsPermitsCertificates
ofCompliance
Other
PolicyDirectivesGuidelines
RegistrationsLicensesRequiredReporting
Standards
Admin.Practices
Investigations Inspection Audit/Monitoring
Hearings/Adjudication
Federal
InterpretationDiscretion
Forms
ApprovalsCertificationsPermitsCertificates
ofCompliance
Other
PolicyDirectivesGuidelines
RegistrationsLicensesRequiredReporting
Standards
Admin.Practices
Investigations Inspection Audit/Monitoring
Hearings/Adjudication
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
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
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
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
Integrated Service Delivery for Business
21
BSM Framework
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
22
BSM Preliminary Results: Services by Ministry
Programs = 74 Services = 181 Processes =387
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
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
Integrated Service Delivery for Business
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.
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
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%
Integrated Service Delivery for Business
24
BSM Preliminary Results: Service Channel Availability
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
“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
Integrated Service Delivery for Business
25
BSM Preliminary Results: Service Access Frequency
Services tend to be accessed annually or on an unpredictable frequency.
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
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
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
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
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
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
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
Integrated Service Delivery for Business
29
OUTSIDE
INSIDE
The intention is to use this information to help identify service opportunities across multiple levels of government
As-Is State Future State Gap Analysis Working Groups Strategy Themes Action Items
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
Integrated Service Delivery for Business
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.
Integrated Service Delivery for Business
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
Integrated Service Delivery for Business
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.
Integrated Service Delivery for Business
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.
Integrated Service Delivery for Business
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
Integrated Service Delivery for Business