Report to/Rapport au :
Planning and
Infrastructure/Urbanisme et Infrastructure
(613)
580-2424 x 41425, arlene.gregoire@ottawa.ca
SUBJECT:
|
Implementation of planning and Growth management strategic
business technology plan |
OBJET :
|
MISE EN OEUVRE DU PLAN OPÉRATIONNEL STRATÉGIQUE D’URBANISME ET GESTION
DE LA CROISSANCE EN MATIÈRE DE TECHNOLOGIE |
That the Planning Committee
recommends that Council:
1.
Approve the establishment of a
capital budget of $6.0 million for the Planning and Growth Management
EPaL Solution, to be
funded from the Building Code Capital Reserve, to implement Planning and Growth
Management’s Strategic Business Technology Plan to enable efficiencies and
service improvements within this term of Council; and
2.
Approve the transfer of $400,000 from the
ePortal Services Building Permits capital account and $250,000 from the IT
Building Inspection Tracking capital account to the new Planning and Growth
Management EPaL Solution capital account.
Que le
Comité de l’urbanisme recommande au Conseil :
1.
d’approuver l’établissement d’un budget d’immobilisations de 6 M$ pour
la solution EPaL d’Urbanisme et
Gestion de la croissance, qui sera financée par le
fonds de réserve d’immobilisations des Services du Code du bâtiment, afin de
mettre en œuvre le Plan opérationnel stratégique d’Urbanisme et Gestion de la
croissance en matière de technologie, ce qui permettra des efficiences et des
améliorations au service, conformément au mandat du Conseil; et
2.
d’approuver
le transfert au nouveau compte de capital de la solution EPaL d’Urbanisme et
Gestion de la croissance de la somme de 400 000 $ en provenance du
compte de capital des services en ligne des permis de construction et de la
somme de 250 000 $ en provenance du compte de capital du suivi des inspections
des bâtiments des Services de technologie de l’information.
Building Code
Services Branch (BCS) facilitates and enforces the Building Code Act and the Ontario Building Code to ensure safe and
orderly construction for citizens and businesses. The branch’s vision is: to deliver timely and quality service that will exceed client
expectations.
One key strategy
adopted by the branch to improve service delivery and achieve efficiencies on
an on-going basis is through the enhanced integration of technology. In 2007, BCS, with the assistance of
Information Technology Services (ITS), developed one of the City’s first ePortal
applications for the electronic submission of building permit
applications. This innovative ePortal
application enabled production homebuilders to electronically submit their
building permit applications of footprinted plans, pay the fees, track the
status of their applications and obtain an electronic permit online, 24/7.
The eFootprint
Application won Gold at the 2008 Government Technology Exhibition and
Conference (GTEC) in the Municipal Awards Category for Service Delivery to
Citizens and Businesses. The ePortal application resulted in streamlined
processes, faster turnaround times, avoidance of costs, and improved the
branch’s performance in meeting the legislated timeframes set out in the
Building Code.
Capital accounts funded
through the Building Code Services Capital Reserve were established at that
time to support the above project as well as two other related projects:
This capital
funding was seed funding for the development and trials of technology based on
the capabilities of the MAP system, the existing back office enterprise
system. The project results were then to
be leveraged to extend the technological capabilities to other processes and
activities within the Planning and Growth Management (PGM) Department for
increased benefits and efficiencies to the development review processes and
construction related inspections, securities, etc.
PGM business lines
depend solely on the MAP enterprise system for processing land development and
building permits applications. Thus, it is said that PGM is a super user of
MAP. PGM’s technological plans relied
upon the development of more ePortal capabilities relying on MAP to improve
service delivery and achieve efficiencies and savings. However, in 2010, ITS identified the MAP
system at “end of life”. ITS further
identified that MAP was unable to efficiently support web applications, having
insufficient technological capacity to be interactive or work with mobile
applications, for example.
Thus, in order to
achieve the efficiencies, service delivery improvements including on-line
access by citizens and businesses to applications and permits, in line with the
Council’s vision for this term of Council (access to services through various
channels, self service, easier processes, and increased efficiencies and
savings), the PGM’s dependency on the MAP back office enterprise system was not
sustainable. A new back office
enterprise solution with key technological enhanced capabilities is required to
achieve Council’s and the PGM’s visions for service excellence.
PGM’s Strategic
Business Technology Plan encompasses the following key points:
Enhanced Client Experience:
·
Reducing processing time, improving
transparency, accountability, clarity and ease of access to create a positive
client experience;
·
Functionalities that allow clients to track the
progress of their applications online and save time through electronic plan
review for a more positive client experience;
·
Re-engineering several business processes to
improve client experience through a technology;
·
Implementing the concept of permit and licensing
“bundling” where possible. Bundling requires the City to think of a client’s
project as a whole entity, rather than as a series of individual permits,
licenses and inspections that are managed by separate branches and departments,
currently using various methods that are not fully connected. Through bundling,
key business units are identified as the hub, through which related reviews,
approvals and payments pertaining to a single project are managed where
possible.
Enhanced
Operational Efficiency and Effectiveness:
·
Eliminating redundancies and ensuring staff are
engaged in value added activities. The current limitations to enhance
capabilities in MAP hampers the ability to streamline processes, support
self-service and fully engage staff;
·
Much of the business lines in the branches are
interrelated, but the technological processes are not. As a result, many staff
must work using multiple work processes, re-entering data multiple times, or
communicate through informal channels;
·
Data gathering and data integrity through
various traditional methods of collecting and storing data compromise the
efficiency, accuracy and timeliness of access to information by staff, citizens
and businesses;
·
A new back office enterprise solution with
enhanced workflow management, electronic circulation of applications and plans,
field mobility for inspectors, and performance measurement and data gathering
tools, will increase the efficiency and effectiveness of departmental
operations and support the One-Stop Shop model of service delivery.
Increased
Sustainability:
·
Providing
an opportunity to move application, license, and permit activity from a current
paper based operation that requires clients to make frequent trips to City
offices, to one that allows for online submissions and the tracking thereof
from home or office;
·
Functionalities
such as an online portal, electronic application and plan reviews, and field
mobility all contribute to enhanced sustainability for the City and citizens.
In 2011, PGM and
ITS staff undertook an assessment of future business requirements with
deliverables in line with Council’s vision for service excellence and
efficiencies, as well as the ServiceOttawa program and Roadmap, such that PGM
could move quickly to cut its dependencies on MAP once ITS resources became
available. BCS and Emergency Protection Services management identified strong
synergies between their respective business operations (permits and licensing)
that could function within one enterprise solution. More potential secondary
benefits and synergies are recognized in other City business lines including
Infrastructure Services Department and Ottawa Public Health Department.
The ServiceOttawa
Roadmap has also assigned priority to replace other departments’ dependencies
on MAP in order to support the transformation of business lines such as
licenses and permits. PGM’s Strategic Business Technology Plan and Service
Excellence Plan are fully aligned to partner with ServiceOttawa to transform
the processes linked to development approvals and building permits and to
improve service delivery in the manner envisioned by Council. Early 2012, the umbrella project called
Enterprise Permits and Licenses (EPaL) was launched. Synergies between ServiceOttawa, EPaL and
PGM’s plan were recognized and ITS resources were allocated to assist PGM to
find a new back office enterprise system. Funding under the ServiceOttawa
Roadmap for the components supporting business licenses was incorporated into
the 2012 budget. What is missing, now that PGM Plan is moving forward, is the
establishment of the capital project account to cover the costs associated with
PGM’s component of the EPaL project.
The Mayor, in his
2012 State of the City Address, committed the City to ‘change the planning
system to make it more inclusive, clear and easy to navigate’. PGM is committed to this goal and in order to
transform the processes and services to improve the client experience, achieve
efficiencies, and increased productivity, PGM must acquire a new back office
enterprise solution that supports web applications, has sufficient
technological capacity to be interactive and supports required staff and client
mobile functionalities.
The acquisition of
a back office enterprise solution is pivotal for the business lines to achieve
the term of Council vision of an improved development approval and permit
process and the One Stop Shop service model. A new back office enterprise
system will enable the Department to streamline processes for improved customer
service and service excellence, including on-line submissions, real-time access
to application status information, enhanced workflow processing of applications
and permits, mobile field inspections and real-time access to inspection
reports and status of performance deposits, and improved turnaround times and
performance monitoring and reporting.
Deploying the new EPaL solution in tandem with the ServiceOttawa Citizen
Centric and Mobile Workforce programs is a core deliverable to realizing
downstream departmental efficiencies. In addition, this solution supports the
Citizen Centric eService vision by providing the essential back office
functionality necessary to complement the front office functionality of the Lagan
Client Service Management (CSM) solution. EPaL will provide the required
enhanced back office capabilities for a complete enterprise self-serve solution
for citizens and businesses.
The PGM portion of
the project was not included in the 2012 budget or long term forecast, as it
was not originally slated for 2012-2015. With the realignment of priorities of
the EPaL project, PGM must establish the required capital project account to
support its financial components of the EPaL project. Funding requirements are higher than capital
funding established in 2007, as PGM’s technology vision now entails replacing
the MAP functionality and implementing new industry leading technological
functionality. The amount to be set aside in the capital account, $6.0 million,
reflects the broader scope of the PGM’s project and the amount recommended for
transfer are based on similar solution implementations of similar size and
scope (e.g., the City’s Enterprise Asset Management solution, and other
comparable municipal permit solutions).
The balance of the existing BCS capital projects will be rolled over
into the new PGM EPaL Solution project account for a total capital budget of
$6,650,000 in view of the expanded scope.
The $6 million for
the PGM EPaL Solution will be funded through the Building Code Services Capital
Reserve. Other PGM branches will bring forward capital budget requests in the
2013 budget to cover their unique functionalities. The additional investment
for this functionality is expected to be minimal compared to the expected
savings.
The amount to be
transferred to a capital account represents an upper limit of the potential
costs of acquiring and modifying the back office EPaL solution to PGM’s
specific needs.
Firmer figures will
be obtained once the Request for Proposal process is completed and the actual
contract is negotiated. Any unspent balance will be returned to the Building
Code Services Capital Reserve at completion in 2014.
The EPaL solution
is expected to generate a return on the investment in four to six years. Savings
of $550,000 are expected in year one of the implementation and gradually
increase until uptake of the new solution for BCS and the remainder of the PGM
branches reaches one hundred percent. The projected efficiencies will originate
from the resulting reengineered processes in the areas of inspections, building
and development plan reviews, and related administration support within the
branches. Other
savings not included at this time and anticipated are:
·
reduction of physical file storage/retrieval,
·
reduce carbon footprint due to reduced consumption
of fuel, and
·
client savings such as paper, travel, and time.
In view of the
source of the funding, that of the Building Code Services Capital Reserve , phase
1 of the project, will first support those Building Code services related
initiatives, originally envisioned in 2007, which would have evolved into the
EPaL project had MAP functionality been slated for replacement at that time.
The outcomes of the
initial phase of the PGM EPaL Solution project will be leveraged to quickly
develop and implement similar solutions for the other business lines,
specifically planning applications, reviews and approvals, and land development
inspections (phase 2). This will improve service delivery, access to
information, self-service, performance monitoring and reporting, and achieve
the targeted ServiceOttawa efficiencies and fully support the One Stop Shop
service model.
Other opportunities
will arise as the EPaL solution is further leveraged to enable related service
providers and agencies (those involved in the development review and approval
and building permit processes), such as the Committee of Adjustment and potentially,
the Ottawa Septic Services Office for the issuance of septic permits.
The PGM EPaL Solution project
will result in re-engineered and streamlined processes that will increase
opportunities to obtain services 24/7 through different access points that are
more convenient to citizens and businesses.
These outcomes are consistent with Council’s vision of service
excellence.
There is no public
consultation required for this report.
There are no comments by Ward Councillors required for
this report.
There are no legal
implications associated with this report.
A new back office
enterprise solution with key technological enhanced capabilities is required to
achieve Council’s and PGM’s visions for service excellence, efficiencies,
savings and accessibility of information.
Upon approval, a new PGM EPaL Solution capital account
will be established with a total budget of $6,650,000, as follows:
Savings resulting from efficiencies will be reflected
in Planning and Growth Management’s future operating budgets.
Accessible features and criteria will be included in the final stage of the procurement
process and in the contract negotiations with the successful vendor to ensure
terms follow those set by the Supply Branch for this type of software being
acquired.
There are no environmental implications to this report.
The ServiceOttawa
(SO) Roadmap, approved on March 19, 2012 by the IT Subcommittee of FEDCO, recognizes
that MAP, the existing back office enterprise system for a number of
departments is not capable of supporting the transformation of business
processes to achieve Council’s vision and objectives. Accordingly, in 2012, the
SO Roadmap assigned priority to replace MAP with a new back office enterprise
system, one that can be leveraged to support licenses and permits. The project is called EPaL (Enterprise
Permits and Licenses).
Funding under the
SO Roadmap for the components supporting licenses and permits was approved as
part of the 2012 budget process does not extend to covering those components supporting
PGM’s Strategic Business Technology Plan.
The report directly relates to the Term of Council
Priorities and implementation of the project will impact Strategic Objective
SE1 - to ensure a positive experience for every client interaction; Strategic
Objective SE2 - to improve operational performance; Strategic Objective EE3 –
to enable employees to develop and contribute to their fullest potential; and
Strategic Objective ES3 – to reduce environmental impact.
Financial Services will establish the new PGM EPaL Solution capital
account and transfer $400,000 from the capital account 904055 and $250,000 from
capital account 904286 to the PGM EPaL Solution capital account. Building Code Services will implement Phase 1
of the project.