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

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

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

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

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

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

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

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

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

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

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

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"