1. e-Services/P.O.S Strategy
Louis Shallal, P.Eng., Ph.D.

2. Drivers & Pressures e-Service Channels Municipal Amalgamation
Information
Services
Internal Expectations for Efficiency and Savings
External Customer Expectations for ESD
Transactional
Services
E-Democracy
Services
Internal expectations are cost based for efficiency and savings have resulted in the establishment of Client Service Centres
External pressures are convenience based – raised expectations on the part of citizen for streamlines services and reduced bureaucracy – customer-centric services
Competitive pressures in the form of competing for tax dollars and an emphasis on alternative service delivery
People, Process, and Technology Infrastructures
Management and Governance
Competitive Pressures

3. Approach & Methodology
Employees
Businesses
Citizens
Government to Customers
(g2c)
Government to Business (g2b)
Government to Employees (g2e)
Kiosk
Information
IVR
Prioritize Services
Profile Services
Define client segments
Develop Channel Blueprint
Assist in describing Process Architecture
Transactions
Portal
E-Democracy

4. Enterprise Transformation
Evolution of e-Government, online transactions as next-generation successor to information-only websites
Leveraging the Portal to make more fundamental changes to its customer relationship, business process, people and technology to achieve its Vision
Leading the Change
Enabling the Change
e-Government is evolving in stages
Enterprise transformation is defined as the government re-organizing and re-deploying itself to meet customer demands
Governments need to grasp not only how the Portal model fundamentally alters their relation with customers today, but also what the implications are tomorrow on organization structure, investment and in the broadest sense, governance
page 57 e-Services Plan

5. Customer-Centric Delivery
Back Office Systems
Services
Channels
Service
Desk
IVR
Transactional
Information
The intent is to cluster services around the customer and their requirements, providing a s much information and functionality as possible direct to the individual with regard for organization interfaces
Align staff resources, structures and technology around customers and their requirements
Customer-centric organizations turn to technology to improve service and are at the e forefront of making e-government a reality
Portal
Kiosks
Call Centre
Democracy

6. Balancing Returns and Risk
Balance sought between the potential risks and returns of implementing e-Services to realize cost savings, improvements in customer service and growth.
Potential returns on investment I.e. What is the expected cost saving in providing e-Services?
Objectives of government I.e. Survival, cost savings, customer service, growth.
Strike balance between risk and return, by focusing on cost savings and improvements in customer services

7. Public/Private Relationship
New model - A first in Canada
Political and senior executive commitment & involvement
What’s the critical mass required for a self supporting model?
Partnerships - SmartCapital, access.Ca

8. The Business Relationship
City of Ottawa Content Control,
Governance, Policies,
Approval of fees,
Approval of value added services
Deloitte Team Suite of applications,
Process change,
Technology support,
Portal hardware,
Portal software
Advise
Executive Committee
Direction
Risk Management
Approvals
Local Firm
No branding Local Resources
Available to train
Support Marketing
Refine Applications
Upgrade Technology

9. Process for Implementing our Portal
Portfolio Funding Portal
Financial
Viability Presentation
Integrated
Portal
Requirements
Presentation
Results
Presentation
Phase 1 Portal
Implemented
Start
Analysis
Consultations
Portal Architecture, Design and Implementation
Services
Funding
Model Checkpoint
Information
Analysis
Portal Vision and Strategy
Integrated
Portal
Requirements
Presentation
Of Study
To City of
Ottawa
E-Democracy
Fees
Other
Phase 1 Portal
Start
Month 1
Month 2
Month 3
Month 4

10. Lessons Learned Setting the Vision - Strategic Direction
Setting the bar on customer service
Focus - Customers, Services & Channels
Customer-centric services
Using tried and true strategies - replication of the retail model for Point of Service
Setting the bar – fully integrating both front and back end systems and processes
Traditional government service model involves multiple points of contact between customers and a wide range of agencies, each supported by their own back office
The majority of current government Internet initiatives involve implementing the Internet for the multiple agency silos of information, processes and systems
Integrated Service Delivery – integrating channels so there is a single window, and integrated business processes, systems and information that supports the delivery of e-Services

11. What’s Working Well
Approach – The Portal & Strategy developed concurrently
Phased implementation
‘Build once, use many’

12. Constraints Drivers - Pressure sets Harmonization
Municipal amalgamation
Internal expectations for efficiency & savings
External Customer expectations for electronic service delivery
Competitive pressures
Harmonization
Fixed Deadline - December 31, 2000
Developing in Internet time
Harmonization – Processes, back-end systems, networks, policies, resources
With the increasing use of the Web there seems to be even less time in which developers can get their products out: "internet time=short term"