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ARCHIVED - Blueprint for Renewing Government Services Using Information Technology

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Technology View

Enhancing the human elements

The Technology View, the final step of the approach, addresses the architectural (networks, servers, communications and workstations) and service (networking, infrastructure and standards management) components of the Blueprint. This technology architecture must deliver the common IT infrastructure services required to support the Business, Work, Information and Application views. The goal of this architecture is to allow for flexibility in placing user- accessible services at different places on a government enterprise client/server network. Finally, the technology architecture must enhance the "human face of government", not depersonalize the delivery of government services to the public. It must enable staff to serve clients better by giving them access to the information and tools they require.

Components of the Technology Infrastructure

This section describes the four components of the technology architecture of this blueprint:

networks that connect internal and external clients, suppliers and users with the applications, services and information they require and share;
servers that provide processing services, storage and information services;
communication facilities for sharing information interactively and transferring it reliably; and
workstations to access services and information where and when needed.

The Blueprint recognizes the heterogeneous nature of computing platforms and networks in government. A multi-layered network, from local-area through to global networks, is part of the architecture.

Pursuing alliances to share costs and benefits

Networks are themselves shareable and can serve multiple layers of government or other partners. In order to maximize benefits to the Canadian public, the government will actively pursue alliances with industry and other governments to share the cost and the benefits of all networks, whether they are within a shared office complex or metro area or are global.

A brief description of each type of network follows. Subsequent parts in this section provide more details on architectural elements, including networks.

Local-Area Network (LAN). These networks will link workstations and servers of program service delivery locations that are in close proximity to one another, such as in a common office complex or building. Authorized users of workstations connected to a LAN will be able to use all services and to share resources on the LAN.

Metropolitan-Area Network (MAN). In metropolitan areas where several government service delivery locations need to interact extensively with one another, such as the National Capital Region, a high-speed MAN will interconnect the area's government LANs.

Wide-Area Network (WAN). This type of network will support high-end services such as desktop, video-conferencing and the exchanging of large volumes of data. It will interconnect various MANs and LANs in wider geographical areas such as regions. Though these may be distinct physical networks, they will be transparent to users as part of the government enterprise network.

Linking local networks

Government Enterprise Network (GEN). This global network will link the government's various LANs, MANs and WANs, so that users see them as a single network. Some special workstations like public infocentre kiosks may be connected directly to this network.

Public Networks. Public networks, such as telephone company networks, may be used to provide access to employees working at home, the general public, suppliers, and staff whose offices cannot economically be connected to the government enterprise network. Since users will not be aware of the fact that a public network is involved in the connection once it is connected to the GEN, public networks will be, in effect, an integral (albeit external) component of the architecture.

Servers

Network File Servers. Network file servers can vary significantly from one application to another. In a small to medium-sized environment, powerful personal computers with added storage and processing capacity will typically be adequate for servicing most day-to-day user needs. In larger installations, several high-end micro-computers may be required to act as file servers for the several workgroups involved.

These servers will usually provide common processing (and information storage) to users and may be accessible from remote locations. Applications typically running on these stations include electronic mail, project management, scheduling, and sharing local resources. These servers will support the workflow managers as identified in the Blueprint. Applications can be shared by LAN users and workload management can be implemented to balance work and optimize the use of resources.

Metropolitan- and Wide-Area Network Servers. These processors provide distributed computing at the metropolitan and regional levels. They typically support a number of work sites. Applications are replicated in multiple servers, using information that pertains to a geographical area of operation. Some of the service transaction managers may use these distributed servers where applications can effectively use distributed transaction management processors.

Mail Servers. Mail servers act as a post office for storing and distributing messages, documents, and files en route to recipients or applications. The scale (low, mid-range, high-end) of the server that will be used to service these requests varies with message volumes, traffic and types. In general, high-end micro-computing resources, storage capacity and connectivity to the LANs, groupware, inter-application messaging processes (e.g., mail-aware applications) and various E-mail gateways are the major considerations in drawing up the specifications.

Special Purpose Servers. Print, telecommunications and other special-purpose servers dedicated to managing the requests for specific components of the IT architecture will be used wherever they provide improved service delivery. These servers will generally be of the typical micro-computer class since their functions, as a rule, do not require high-end technologies. They may, however, manage requests for very sophisticated resources.

Information Servers. This class of server provides various information services to users or to applications through the common services network. The services provided include:

data warehouses - storing and retrieving shared information resources (structured, relational data);
databases - storing and retrieving application information (databases and data warehouses are often referred to as database servers);
document libraries - storing and retrieving documents (text and image-based, from computer sources or scanned documents);
software libraries - storing and distributing re-usable software objects (repository services) for constructing and disseminating applications across the network;
courseware libraries - storing and distributing computer-based training.

Application Servers. The Blueprint has identified four types of application servers based on the types of applications (identified in the application architecture), their associated usage and transaction rates. These are:

the personal computer - These are desktop or mobile workstations that, in addition to providing the front-end user interface for applications elsewhere on the network, can run many applications. These include typical composition or modeling tools such as word-processing, presentation graphics and spreadsheets. It can also support individualized workflow managers. These may be used when only one workstation is required in a program client area, when workflow is highly customized to individual users, or to support mobile users.
the high-end workstation - The second level of processing uses higher-end micro-computers to provide shared work group services on local-area networks (LANs), metropolitan-area networks (MANs) and, in some cases, on wide-area networks (WANs).
the mid-range processor - Traditionally called "the minis", this level of processing is rapidly merging with the high-end workstation. A distinction is made here to highlight some of the typical application services that are targeted at the higher-end micros and minis. These include the MAN, and regional and departmental WANs, described previously.
the traditional mainframe processor - There will continue to be requirements to use mainframe processors for large, data-processing-intensive applications that may not be easily downsized or for which the costs and benefits do not justify migration to other platforms. They may also act as large data repositories and network service providers. These ongoing roles must be recognized on a case-by-case basis and consequently lead to the heterogeneous aspects of the Blueprint over the foreseeable future.

Departmental Servers. Departmental servers provide centralized processing resources for transaction management applications that are best organized around a single consolidated database. Note that there will be many of these "centralized" processors supporting the Blueprint transaction managers, as well as program area applications. They can be placed in different locations on the network, allowing the distribution of government programs and "head office" functions.

External Servers. External suppliers of shared computing or information resources should be considered for delivering certain types of applications or IT services. These servers could service applications such as electronic mail, bulletin boards and EDI to provide an external reach for suppliers and the general public. These servers also help maintain security by isolating external client accesses from the full range of departmental user accesses.

Planning for change

Conversion Considerations. The incremental fade-out of applications from central (mainframe) processors to high-end workstation processors (distributed MAN, WAN and departmental servers) will need to be addressed in terms of a case-by-case costs and benefits analysis. The following elements should be considered:

converting applications and maintaining application programs;
converting data (distribution and other impacts on data);
networking needs (leveraging existing and new installations); and
operation and administration (impact on personnel, training, startup).

Various communication facilities are required to support the Blueprint's technical directions. High bandwidth linkages are required in several scenarios involving multi-media and high-traffic information flowing from site to site on the enterprise network. In other cases, public communication networks, such as those of telephone utilities, will be adequate. The following elements need to be incorporated into the communication facilities component of the technology infrastructure:

connectivity to and from other governmental networks (e.g., those belonging to provinces or international trading partners) that share common information or service common needs;
common and secure mechanisms and interfaces (e.g., GUI) to be used by the public when accessing and using government services;
touch-tone phone access to interactive voice response (IVR) applications;
support for television-based workstations interfacing over interactive broadcast facilities;
global network directory services unifying users and services across the government enterprise network;
support for connections, on-line access, and transfer of files and messages to public global networks;
support for electronic data interchange (EDI) and other electronic commerce communications requirements; and
support for teleconferencing and telework services (voice, video, shared screen, advanced telephony).

This section describes five classes of users and the related functionalities required by their workstations.

Converging on connectivity and openness

Program Area Client. In general, government employees are increasingly using applications directly. Because of the extensive installed base of workstations, it is not practical to restrict the workstation and user interface to only one type. Practical considerations will prevail, but efforts should be made to reduce the number of environments to a manageable level and migrate to newer technologies that converge on connectivity and openness. Workflow managers may have to be customized to accommodate some workstation environments that may also impose limitations on certain tools or applications.

Many program personnel will spend more time "in the field", and have closer contact with clients. Staff will increasingly telecommute, creating a need for portable, mobile, and home office workstations.

Public Client. External client access must be included in the common IT infrastructure to support the delivery of program services. These workstations may vary widely and include home or office computers, mid-range and central processors, interactive television-based workstations that interface over interactive broadcast facilities, and touch-tone phones that interface through interactive voice response (IVR).

Support Service Personnel. Empowered groups of support service personnel will be able to address routine needs in all support areas. They will be highly integrated with program area clients and work closely with them, either physically or through the network. Their workstations should support multi-media capabilities, including interactive video and desktop video conferencing. Support service personnel will handle routine transactions using workflow managers. All non-routine requests will be turned over to support service experts or resolved with their help. Training and support will use multi-media-based courseware and inquiry.

Support Service Experts. These specialists handle non-routine or special service requests. In general, their workstation requirements should be the same as for support service personnel. They will have special authorities to use applications and information to address unique requirements or fix problems. The support service experts will be accessible from any other networked workstation.

Suppliers. Government suppliers are a final class of workstation users in the Blueprint. It is only practical to specify interface standards (e.g., EDI) for supplier workstations, taking into account the diversity of environments in the business community. However, there will be several types of transactions, such as E-mail, bulletin board access and down loading, inquiries, and supplier data updates that will use interactive workstations. The use of touch-tone phones and IVR is expected here as well.

Information Technology Services

This section focuses on the three major services that will be incorporated into the technical infrastructure: networking; managing the infrastructure itself; and managing standards. Each is described briefly below.

Network Services

Distributing and sharing

In an information technology context, network services are designed to support distributing and sharing information, as well as processing capabilities for connected platforms. These services link government sites, clients, suppliers and other external sites in order to communicate, distribute or share data, or to access services. All elements under "communication facilities" must be supported by the network infrastructure.

Infrastructure Management Services

The technology infrastructure has to be managed and coordinated as a common service. This includes:

acquiring, managing and maintaining common systems such as workflow managers on a shared basis;
planning and implementing new or extended services or features;
coordinating security, integrity, privacy, audit and accounting requirements related to accessing, using and updating services, applications and information;
issuing user access rights and related codes or devices;
establishing and managing network service levels, including performance and reliability; and
coordinating network operations including repair, maintenance and implementation activities for related equipment, software and communications services.

Technology Architecture Standards

Flexibility, interoperability and portability of applications can be achieved using a well-balanced set of modern connectivity tools (e.g., middleware, work automation tools) and standards. In this blueprint, it is expected that both will be used. When the word standards is used in the following sections, it must be considered in terms of the range of solutions available from this dual approach.

User and Application-Oriented Standards. This category includes standards that support the interface between the user and the application. These standards require the collaboration of five key types of experts:

business process engineers (to identify better ways of doing business);
application distribution engineers (to ensure portability and conceal application location from users, programmers and system designers);
user interface designers (to ensure a homogeneous interface and conceal interface requirements from programmers and designers through an API for the interface);
data distribution engineers (to combine data and database administration to conceal the location of data across the client-server environment); and
systems designers (to integrate work from the other four types of experts into a system that appears seamless to users).

Three types of standards are included in this category:

user interface standards (for a common look and feel and consistency of commands, options and messages across applications);
information standards (for consistent data structures in transactions and in application program interfaces); and
user-oriented media standards (for common standards for user-oriented media such as smart cards).

Delivery Platform Standards. The delivery platform covers a wide range of services. It includes standards for hardware, software and telecommunications network facilities. Standards in this category will be transparent to the users and remain independent from the underlying technologies. Where it is cost-effective and practical, the required platform migrations should consider the Open Systems Environment (OSE) approach. The Office of Information Management, Systems and Technology (IMST) will continue to manage the government standardization program.

Enterprise Environment Standards. This category includes generic standards insofar as their characteristics apply to the federal government in general. It includes aspects such as security, ergonomics, documentation, IT management and quality.

Guiding Technology Principles

Modularity - The architecture will use technology components that can accommodate expansion, upgrading and substitution easily with minimal disruption to services. Benefits include reduced development costs due to the "building block" approach. An organization will be required to manage the components.
Inter-operability/Connectivity/Portability - Information technology components will interactively work together through modern connectivity tools and standard components and interfaces. This will favour vendor-neutral standards and avoid unique federal government standards. Benefits include improved competition in the marketplace and lower costs to the government.

Local-area networks are key elements

Distribution - Processing, storage and communications technologies may be distributed to multiple levels in the architecture, where appropriate, to support dispersed business operations. Local- and wide-area networks are, therefore, key elements of the strategy. Benefits include increased flexibility in locating applications, services and information.
Workstation Orientation - Intelligent multi-function workstations supporting industry-standard user interfaces are the preferred means of delivering end-user functionality. Benefits include reduced training costs and a lower-cost platform. There may be initial acquisition costs to equip users and there will be ongoing support needs.
Network Orientation - All workstations will be attached (wired or wireless) to the government enterprise network, with appropriately secure communications linkages to all authorized servers and users. This will require an investment in common infrastructure, especially as demand for connectivity increases from other governments and from the private sector. Benefits include reduced duplication, especially where networks become more standardized.
Infrastructure Management - The architecture will provide for the management and security of the technology infrastructure. Security will be provided through an integrated set of safeguards designed to ensure the confidentiality, integrity and availability of information and its related processes. This will require, for example, taking steps to protect the network from disasters, sabotage and failures. It will ensure effective planning and management of system operations.

Approach and Issues for Implementation

Implementation Approach

The Blueprint is a dynamic, integrated framework for implementing government service renewal over the next five years. It builds on initiatives already under way. The following six elements are critical to its implementation.

Community Leadership. Ministers and deputy ministers, with the strong and effective support of the Chief Informatics Officer (CIO), must champion the service renewal in government, recognizing that significant benefits will accrue to departments and their clients. Treasury Board policy centres will provide supporting functional expertise. The Office of Information Management, Systems and Technology (IMST) will coordinate implementation and provide support in business re-engineering and IT architectural design.
Commitment to the Vision. Leaders, having espoused the Blueprint's vision, will communicate and explain it to all government employees and will seek their effective commitment. This commitment, which will also be sought from potential partners, must be sustained over time, since it constitutes an essential ingredient of change management.

Involving and committing people

People Management. Strategies and plans must be directed towards involving and committing people; fostering open communication; involving employees in conceptual design and implementation and facilitating their shift to the new culture and structures; assessing composition and competencies of the work force; and resolving the human resources issues associated with the transition and change.
Partnerships. The implementation of the Blueprint will require an effective and sustained partnership among staff within departments. In recognition of the increased interdependencies reflected in the Blueprint, partnerships will also extend to other departments, other levels of government and the private sector. Partnerships must be pursued and promoted aggressively to leverage common requirements, to take advantage of specific skills, to spread risks, and to share experience, innovation and investment.

Identifying change management requirements

Forging Ahead for Results. The Blueprint represents an architectural framework that will be implemented and, where necessary, adjusted over time. To accomplish this, a set of service renewal projects will identify change management and technology requirements, develop migration plans, provide incentive through success, and begin a government-wide rollout. A government-wide electronic infrastructure project will support these service renewal projects as they spread across government.
Departmental Implementation. Departments will use the Blueprint in planning and implementing their own internal renewal activities. They will reflect their planned approach to implementation in such planning instruments as annual operational plans and information management plans, starting in fiscal year 1994-95.

Overall, the Blueprint does not start at square one, but builds on existing renewal activities and policies (for example, Enhancing Services Through the Innovative Use of Information and Technology: Strategic Direction for the 90s, issued by Treasury Board). The transformation envisaged in the Blueprint will be achieved through continuous improvements. There will be ongoing measuring and monitoring of government service delivery.

Key Issues

Communications. Business transformation can only be successful if all participants (e.g., ministers, Public Service employees, clients, the IT industry) involved in bringing about the IT-enabled future are consulted throughout the process of design, development, and implementation.

Promoting participation and commitment

On going internal communication is the first step towards ensuring a smooth transition of employees to an open and responsive environment. A well-managed communication strategy will heighten awareness, address anxieties, and promote the participation and commitment of management and employees to the change process. Effective internal communication is of value to client satisfaction and to the improvement of services.

Consulting with Canadian industry is important to help it use the experience gained from government business for competitive advantage in global markets.

People Management. Successful implementation of the Blueprint vision of service renewal will hinge on the human dimension. It is critical that the people issues associated with implementing a new management philosophy and an organizational culture of continuous learning and service improvement be addressed from the onset.

Moving the existing workforce to the new culture and structures, assessing the composition and competencies of the workforce, renewed training and development, open communication and consultation, empowerment of employees and greater accountability are but some of the challenges of transition that must be addressed.

New competencies and enhanced skills (e.g., network management, project management, architecture and design, client service focus, team-building, etc.) are required for an information-based operation focusing on client service. Empowered employees will need to operate in a more open non-traditional organizational environment to provide value-added services.

There must also be conscious recognition that change as a positive force must be introduced with sensitivity to the needs of people within the organization as well as those of clients.

Information, Technology and Operations. The key players must discuss and resolve issues about the privacy and security of information, standards for information and technology management, pricing and funding mechanisms for using the infrastructure, and developing and implementing common, shareable solutions.
Partnership with Other Governments and Industry. Common requirements and interest dictate that governments work together to seek shareable, cost-effective solutions in the delivery of programs to the general public.

The industry has the expertise and resources to provide modern equipment and services to support the renewal of government operations. It also needs government business to leverage investment and enhance competitiveness.

Next Steps

Communicate. The draft Blueprint will be communicated to interested parties inside and outside the federal government in order to refine the document, and to obtain feedback, buy-in and departmental participation in pilots. Distributing this document has started the process, which will continue for the next several months.
Endorse the Principles. The Treasury Board Ministers will be asked to adopt the principles set out in the Blueprint as a policy for renewing government services for internal and external clients. The Blueprint will serve as a basis for reviewing, adopting and promoting an integrated, enterprise-wide approach to the delivery of government services, following the consultations.
Review the Requirements. There will be consultation with groups such as the Blueprint Program Advisory Committee, the Advisory Committee on Information Management, the Government Systems Committee, the Council for Administrative Renewal, the Treasury Board Senior Advisory Committee Information Management Subcommittee, and the Treasury Board Senior Advisory Committee, on the requirement for resources, skill sets, methodologies, and governance processes. This will take place at the same time as the communication activities.
Launch Service Renewal Projects. IMST will work with departments and policy centres to select the first wave of renewal projects. The federal government will actively seek out partners in the private sector and other levels of government. Project champions from the community will then organize and plan project implementation; IMST will support them, as required. This will take place beginning the second half of 1994.
Launch a Government-wide Electronic Information Infrastructure Project. There will be an examination of the issues relating to developing a government-wide electronic information infrastructure, designed in part to meet the connectivity needs of the first wave of service renewal projects and future efforts. This review will be undertaken in close collaboration with Public Works and Government Services Canada, Industry Canada and other interested parties, parallel to the service renewal projects.

Already, some departments are using this blueprint in planning and implementing their own internal renewal activities. The Blueprint proposes that departments collaborate through sharing experiences (both failures and successes), development costs and efforts, and solutions.

Appendix - Guiding Principles, Rationale and Implications

Architectural Principles

Architectural principles are simple, direct statements of preferred architectural direction or practice. They help establish a context for architectural design decisions and a common language for business and technology managers in making technology-related decisions. They address how the organization proposes to conduct its activities, and how it intends to use information technology to support its business. Like zoning laws, principles change relatively infrequently.

Each principle states a fundamental belief of the organization that is understandable to both technical and non-technical staff. Each principle is shown with supporting rationale that relate the principle to the business drivers (i.e. improved service and reduced costs). Additionally, the specific implications of each principle, or impacts resulting from its adoption, are identified. The implications can be used as the foundation for developing specific action plans.

Some implications are common to most principles and have not been identified explicitly. These are the:

need to review, modify or design rules and procedures governing the management, operation, and use of services;
need to consider the applicability across levels of government;
roles and responsibilities of the clients and service providers;
initial and ongoing investment in technology;
resources and skill sets required (e.g., specialist requirements); and
importance of managing people, sharing values, creating a responsive and flexible work environment, and investing time and resources in enhancing employees' knowledge, skills and abilities.

Details on who should address the implications and when will be defined through the consultation process, as outlined in the Approach and Issues for Implementation chapter.

There are five categories of architectural principles that correspond to the five architectural views.

Business principles govern the overall architecture.
Work principles guide how information technology should support the work organization.
Information principles guide how information resources will be used and managed.
Application principles guide how applications will be constructed, implemented and managed.
Technology principles guide how the technology components will be selected, acquired, assembled and managed.

Business Principles

Client Service Focus

Client needs will drive the design and delivery of government services.

Rationale

Quality of service (as judged by clients) is a key measure of government and is the most visible.
It reflects the intention to improve client service.

Implications

Requires publicly available service standards, linked to costs of providing services.
Need to closely align client expectations with the capacity to provide these services.
Need to communicate service standards and manage services accordingly.
Need to consult clients on a continuous basis.
Clients increasingly expect technology to be used to deliver services.
Services must be accessible in the official languages of Canada.

People Management

Employees, their involvement, development and commitment, will be critical to successful business renewal.

Rationale

Securing employee participation and commitment and resolving people management issues are key to successfully transforming business. Employees, with their knowledge, are well-positioned to know what the client requires and are vital for implementing re-engineered processes and improving service delivery.
Employee participation during business renewal provides the opportunity for employees to link their competencies, development and career aspirations with the direction of the organization.

Implications

Need active employee consultation, involvement and participation on the team throughout the renewal process, i.e. from design to implementation.
Need open, honest and timely communication with all employees and consultation with their bargaining agents.
Need a rigorous and thorough analysis of the human resources implications, strategies and costs as a prerequisite to project approval. Human resources specialists must be fully involved in all projects from the initial phase to help identify the full range of human resources issues arising from the re-engineering and to contribute actively to their resolution.
Departmental management must provide an atmosphere of continuous learning and development in a flexible and responsive work environment.
Resolving the full range of human resources management issues will take time and money.

Common Shareable Solutions

Common requirements will be addressed by common, shareable solutions.

Rationale

Avoids re-inventing the wheel, thus reducing costs.
Provides an opportunity for cost reductions in retraining and duplication of work.
Supports mobility of staff and, thus, using them more effectively.

Implications

Requires standards to facilitate sharing in many areas.
Requires modular government services.
Need a government-wide mechanism to identify common requirements and to promote innovation and common, shareable solutions.
Implementation will take time.

Partnership

Strategic alliances will be pursued with other governments and the private sector.

Rationale

Yields more cost-effective solutions by using other parties who have specific skills that the government does not or who have common requirements.
Leverages broader opportunities for common, shareable solutions by:
using a third-party investment capacity and
forming innovative relationships.

Implications

Need a policy framework that is supportive while protecting basic governmental contracting principles (openness, transparency, accessibility, equity).
Need a mechanism for finding partnership opportunities and for identifying and selecting partners.
Need to establish roles, responsibilities, and accountabilities of partners, including standards of service.
Need to manage ongoing relationships with our strategic partners.
Need to provide appropriate safeguards for privacy, security and access.
Official language requirements must be taken into account when evaluating and implementing partnership opportunities.

Accountability

Accountability performance standards and evaluation capabilities will be incorporated into the design and delivery of government services.

Rationale

Reduces the direct labour costs and the overhead associated with a separate control system.
Provides the foundation for improving service.

Implications

Need to clearly define a notion of accountability that is suitable for the service provider and the user.
Need to report actual performance against established service standards.
Requires a mechanism to ensure that the appropriate metrics are gathered.

Enabling Technology

Information technology will be used to its full advantage for redesigning the delivery of government services.

Rationale

Reduces direct labour costs for manually intensive tasks and the associated overhead costs for management, support and facilities.
Improves service (quicker response, reduced errors, collection of better management information and accessibility of information).
Improves service by enabling employees to move to more value-added, knowledge-based functions.

Implications

Need an ongoing capability to identify, evaluate, promote and exploit the opportunities of enabling technology across government.
Need to encourage innovation and early, direct involvement of affected Public Service employees in designing and implementing re-engineered business processes.
Need standards.
Need a (re)skilling program to ensure employees can make the best use of enabling technologies.

Work Principles

Single Window/Seamless Service

Government services will be delivered to common clients through a single window and be free of functional and organizational barriers.

Rationale

Improves service since clients would no longer have to deal with several different administrative functions, programs, and departments in order to complete a transaction.

Implications

Requires a concentrated focus on customer service.
Requires commitment of the entire organization to the concept because of the potential impact on existing organizational structures.
Requires active management of relationships with other single-window services, providers and external parties.
Requires rules and procedures for service delivery and standards for level of service to guide the operations of the single-window concept.
Necessitates establishing new cooperative networks and communication flows.
Requires longer term adjustment to organizational structures to obtain maximum benefits from single-window client service delivery.
Does not prevent specialized service where warranted.

Streamlining

The process between the client and delivery of the government service will be minimized.

Rationale

Reduces costs for both the client and service provider by eliminating intermediate processes that do not add value once the technology is in place.
Improves service to the client by focusing on tasks that contribute to meeting the client's needs.

Implications

Need to align personnel with client requirements rather than to process tasks.
Need to consider accountability issues when streamlining the service.
Need to re-invest time or financial dollar savings from streamlined processes into desirable new activities.
Has an impact on existing jobs and responsibilities, which must be redefined in the light of the new processes.
Services must have a consistent look and feel for direct access and self-service.

Choices

Where practical and cost justifiable, clients will have options as to how government services are delivered.

Rationale

Improves service by allowing the client to choose a system best suited to his or her need from a range of affordable service delivery options.

Implications

Need a feedback mechanism to understand changes in client preferences and requirements.
Need to assess the costs and benefits of new and existing service delivery options.
Need performance measures to compare the quality of service delivery options.
Requires an investment in network technology which supports multiple end-user delivery alternatives.

Consistency

Where the same types of work activities are involved for different government services, they will be done the same way.

Rationale

Reduces costs by

eliminating administrative or program processes that contribute no added value;
reducing process design, implementation, maintenance and training for different work activities; and
promoting common applications, which will allow Public Service employees to move more easily across the government.

Implications

Requires common terminology, definitions and transactions.
Need policies and procedures for the transformed processes, particularly for staff redeployment in common functional areas.
Will be easier to transform services with a consistent look and feel into "seamless" processes.
Processes and activities that do not add value will be eliminated.
Implementation will take time due to difficulty in obtaining consensus across multiple departments involved in common delivery functions.

Location and Time Independence

Clients will have access to government services at any time from many locations, wherever such access is cost justified and warranted.

Rationale

Provides a basis for reducing such costs as real property, accommodation and transportation by focusing on low-cost geographical locations and IT-enabled network applications.
Improves service since the client accesses services when it is convenient.

Implications

Need to provide authorized individuals with tools and access privileges to communicate through the network.
Need well-defined service standards to make service independent of location and time.
Need to address the requirements of clients with special needs.
Requires investment in the telecommunication/computer network and its linkages.
Automated services must be provided in both official languages.

Continuous Improvement of Service

Services will be improved on an ongoing basis, with measurements embedded in the service processes.

Rationale

Defined service levels are essential to enabling line managers to respond to continuous reductions in operating budgets by making appropriate investments in technology and in pre-determined service levels.
Improved service is not just a one-time occurrence, but occurs continuously.

Implications

Need to review the relationship of the organization with external groups whenever the organization is re-engineered.
Requires a performance measurement framework that takes into account service levels and available resources.
Need to redesign the management framework to focus on client service.
Managers and employees must increasingly participate as team members.
Certain processes and activities may be eliminated.

Information Principles

Managing Government Information

Government information, in all forms (e.g., print, voice, electronic, or image), is a strategic resource and will be effectively managed throughout its lifecycle.

Rationale

Improves service by

enhancing the availability and quality of information for processing transactions and decision-making; and
providing clients and service providers with the information they need, in a variety of media and forms.

Implications

Need to effectively manage both government information and its "metadata" (information about information, including the work processes associated with information, information itself, and the supporting applications and technology).
Need to establish the accountabilities and service standards for managing information and metadata.
Need to be able to classify and define data and metadata.
Need directory services to provide clients with a secure, simple, and accurate way of finding government information and need repository services to store metadata.
Need policy guidance on production, pricing and publication of government information, including Crown copyrights.
Need to integrate the management of electronic and hard-copy information and of voice and data networks.
Need legislation and policies to facilitate appropriate public access to government information through a diversity of sources (i.e. libraries, private sector information industry and networks).
Need applications and technology infrastructures capable of storing, transporting and processing information in multiple forms and media.

Data Administration

All government information will be subject to data administration to ensure common definitions, integrity and consistency of use.

Rationale

Enhances service through improved quality and consistency of information and improves overall effectiveness of management information systems.
Reduces costs by making it easier and more efficient to manage information.
Supports capturing data only once, and sharing solutions and timely, accurate data for common process requirements.

Implications

Need a data dictionary and a repository.
Need to maintain a comprehensive catalogue of standard data definitions.
Need a mechanism to access the standard information definitions and communicate them to system developers.
Requires common data standards across all levels in the information architecture of government service delivery.

Sharing and Re-using Information

Information will be captured once, as close to the source as possible, then shared and re-used by authorized users.

Rationale

Reduces costs by
- eliminating duplicate data capture and reducing errors resulting from transcription and re-entry;
- improving the consistency of information so it can be shared and re-used, eliminating duplicate data capture and storage; and
- improving the quality of information through increased standardization. This improvement decreases the need to reconcile inconsistent information and reduces the risks of poor decisions based on erroneous information.
Improves service by reducing the burden on clients of having to provide information that has already been captured.

Implications

Need an applications and technology infrastructure to support electronic transmission of information from point of capture to point of use.
Need a technology infrastructure and tools to enable users to locate and access all of the information they require for their work.
Need government-wide standards for describing and defining common and specific information.
Need to define the requirements of users to access information.
Need to protect the privacy and security of information in accordance with the relevant legislation and best management practices.
Common and specific information must conform to government-wide models and standards.
Must ensure that information is accessible and that quality of information is maintained.

Exchanging Information

Once captured, government information should be stored and exchanged electronically to avoid transcribing and re-entering it manually.

Rationale

Produces savings from reduced paper usage and paper storage, improved productivity, reduced error rates in entering data and less need for reconciliation.
Improves service because the necessary information will be readily available with more assured integrity.

Implications

Need to provide the appropriate security and confidentiality of information so that only authorized users who have a need to know can access data.
Need data interchange standards and a common network to access data.
Need a policy addressing who is responsible for maintaining the data.
Electronic information exchange may affect the organization of work.

Protecting Information

The security, integrity and privacy of government information will be ensured by integrating information technology security measures with physical, personnel screening and other security measures.

Rationale

Reduces costs by protecting information from loss, damage, unauthorized access or alteration and lowers the expense of recovering information.

Implications

Need to incorporate an integrated approach to ensuring the confidentiality, integrity and availability of information and related processes when designing information systems and technology.
Need security and backup mechanisms.
Need low cost security solutions for LAN-based systems.

Retaining Information

Government information will be retained only while there exists a business need, a legislative or policy requirement, or when it has historical or archival importance.

Rationale

Reduces costs by eliminating the storage and management of information that is no longer required.
Improves service by ensuring that required information is available when needed, that obsolete information is disposed of and that information of enduring value is preserved.

Implications

Must consider retention and disposition as part of the lifecycle of information management.
Must incorporate the requirements for retention and disposal when designing information systems and technology.
Must provide services for archival storage and disposal of information.

Stewardship

Specific organizational units will be accountable for managing designated classes of government information to ensure its integrity, quality and relevance and restrict its accessibility to authorized users.

Rationale

Improves service by
equipping managers and staff with reliable, accessible information; and
giving clients appropriate access to information and enabling service providers to deliver responsive services.
Reduces cost. By improving productivity, it gives the empowered employee the information necessary to perform duties.

Implications

Must define the role of custodian and to develop appropriate accountability frameworks.
Need performance standards to measure the effectiveness of the custodian's role.
Need to define the standards for information exchange (e.g., magnetic, EDI).
Need to define the information that will be made accessible to various service providers.
Requires a policy addressing who owns the data.
Need directory services to facilitate access to the necessary data.
Access must be provided regardless of the physical location or the form of the information.
Need to manage access to information in conformance with Treasury Board policies.

Application Principles

Sharing Systems

Computer systems for common processes or functions will be shared broadly across the government.

Rationale

Reduces systems development and maintenance costs since departments would no longer manage systems independently.
Improves service through better "product" management and improved capability for sharing information.

Implications

Need to establish a user-focused management framework with clearly defined accountabilities for shared systems.
Need to address change management considerations.
Need funding mechanisms for cooperative efforts.
Need to plan and co-ordinate the development and migration of shared applications.
Need to consider factors such as the departments' operating needs and investments in existing systems.
Implementation will take time.

Modularity

Applications will be designed using modular components for basic and optional functions.

Rationale

Reduces costs by:
- promoting sharing and common solutions;
- making each application cheaper and quicker to develop and maintain; and
- facilitating new ways of doing business through easy reconfiguration of system components.

Implications

Need to determine the criteria to identify application modules.
Need to promote awareness of the basic modules.
Need to promote system design approaches that ensure modularity and separation of application functions.
Requires an organization and mechanism to drive and manage the use of modular application components.
Must be able to recognize both common and unique requirements of clients.
Pre-packaged applications will be preferred over custom development wherever they are available and cost-effective.
The functional separation should be invisible to the user.

Rapid Application Development

To minimize risks in application development, use joint development teams on short term (i.e. 4-6 months) projects which focus on yielding a working prototype, which may then be refined and improved via successive iterations through to implementation.

Rationale

Reduces costs by forcing out unnecessary and costly functionality and design changes, thereby avoiding time delays and cost overruns.
Reduces cost of failure by providing decision points at each successive prototype stage.
Improves service by having clients and information technology professionals work closely together as a team in developing applications and by providing clients with systems which can meet their essential needs over a short period of time.

Implications

Users will assume more accountability for application development.
Need Rapid Application Development tools to provide fast prototyping across multiple platforms.
Need a revised system development lifecycle methodology which will support this iterative approach.
Need change in approach in departments which would encourage client and information technology partnerships within tight and demanding timeframes.
IT professionals will need to develop expertise required to manage rapid application development projects.

Re-usability

Applications will be designed to use common, shareable components.

Rationale

Reduces costs by
- facilitating re-usability, which promotes the efficient use of resources and minimizes redundancy; and
- shortening the time required to develop and maintain applications.

Implications

Need a methodology and an accountable organization to identify, acquire and manage common modules.
Need to identify who is responsible for maintaining modules.
Need a repository for common modules and documentation.
Need to identify common requirements that can be met via common, shared components, recognizing that there are some unique client requirements that cannot be met this way.
Using common modules will significantly affect the existing IT development process.

Distribution

Applications and tools will be structured so they can be replicated and distributed on the government enterprise network.

Rationale

Reduces costs by providing applications that are easily distributed and maintained using the network.
Improves service by providing clients with the appropriate applications when they need them.

Implications

Need to define the architectural levels and the application environments they support.
Need to consider all associated costs and management issues of distribution.
Need to consider the various criteria to determine the placement of applications.
Need to classify, organize, distribute and manage applications based on their scope of use.
Need to provide access to applications regardless of where they are located physically.
Need to address issues about licensing, partnerships and sharing agreements for applications.
It may be desirable to distribute applications physically to improve accessibility.
Applications may reside on different platforms and process in an individual or cooperative fashion.
More controls, such as procedures for backup and recovery, may be required due to the more highly dispersed environment.

Standard Inter-application Interfaces

Standard interfaces between application modules will be used to accommodate information sharing and transfer of transactions.

Rationale

Reduces costs and improves service by
- promoting sharing and re-usability;
- promoting connectivity and integration; and
- maintaining modularity.

Implications

Need application programming interface (API) standards.
Requires a process for establishing, adopting and managing application interface standards.
Requires infrastructure-level data management for inter-application messages.
Where appropriate, applications will interconnect across administrative functions and government.

Consistency

Applications will be designed to use industry-standard user interfaces, providing a consistent look and feel to the users of multiple applications and tools.

Rationale

Reduces costs by:
- supporting ease of use, thus improving efficiency;
- reducing (re)training required to use new or expanded applications; and- eliminating a significant amount of coding and testing for development and maintenance.

Implications

Requires decisions regarding the appropriate user interfaces.
Need to evaluate industry user interface products.
Need to define types of users and workstations.
Supports mobility of staff and, thus, using employees more effectively.
Implementation will take time because of the inherent difficulty of obtaining agreements on common application and appearance.
Need to separate management of the user interface from the application.
User interfaces should have options to accommodate unique or special user requirements.

Technology Principles

Modularity

The architecture will use technology components that can accommodate expansion, upgrading and substitution easily with minimal disruption to services.

Rationale

Reduces development costs by specifying and using components that permit a "building block" approach to the technical architecture.
Supports improved service and operational flexibility by accommodating continuous changes in business, organization and technology.
Supports efficient use of technology by tuning platforms to meet local requirements and by allowing components to be re-used.

Implications

Need to specify and develop standard components for application and technical environments and hardware platform types.
Need a mechanism to manage and maintain the components.
Requires a careful migration strategy with new investments.
Vendors must develop families of specialized functionality that can be used on the various processing components of the government (i.e. that are scalable).
Architecture must be able to take advantage of external developments.
Technologies that support scalability will be preferred over more limited choices.

Inter-operability/Connectivity/Portability

Information technology components will interactively work together through modern connectivity tools and standard components and interfaces.

Rationale

Improves service by enabling any authorized workstation and user to access all applications, services and data on the government enterprise network.
Provides cost-effective solutions for the government through increased competition in the marketplace.

Implications

Requires standards for the processing, network and development environments.
Need to develop specifications based on adopted standards and common connectivity and interface tools. Solutions unique to the Government of Canada should be avoided in favour of open, vendor-neutral ones.
An increased emphasis on security, network bandwidth and telecommunications cost controls is implied.
Must be a means to interface legacy systems to new environments until the former are replaced or upgraded to meet open requirements.

Distribution

Processing, storage and communications technologies may be distributed to multiple levels in the architecture, where appropriate, to support dispersed business operations.

Rationale

Improves service by recognizing varying needs for accessing and sharing applications, services and information in different departments, levels of operation, and management and operating locations.
Provides flexibility for placing applications, services and information at different levels and different operating locations to optimize performance, availability, cost, management and other factors.

Implications

Must address how to provide support services for managing distributed environments.
Requires a means for determining and evaluating distribution options.
Enterprise networking is vital to the operation of the distributed architecture.
Multiple-level distribution introduces operational and management complexity.

Workstation Orientation

Intelligent multi-function workstations supporting industry-standard user interfaces are the preferred means of delivering end-user functionality.

Rationale

Improves service by providing maximum flexibility at the interface with the user.
Provides a low-cost processing platform that can be dedicated to local user functions (e.g., word-processing, spreadsheets) or portions of shared applications, off-loading networks and host (server).
Reduces training costs by providing an easy and consistent look and feel for users of the workstation.

Implications

Need procedures and readily available ongoing low-cost support for users.
May result in initial costs to appropriately equip users with hardware.
Business needs should drive the selection of the workstation subject to requirements for interoperability, connectivity and portability.

Network Orientation

All workstations will be attached (wired or wireless) to the government enterprise network, with appropriately secure communications linkages to all authorized servers and users.

Rationale

Improves service by providing users with access to information and tools required to deliver services.
Reduces costs by reducing the duplication of effort for planning, implementing and operating service facilities such as electronic mail, file transfer, development services, and directory and network management.

Implications

Need to manage network security risks.
Requires adopting appropriate communications and inter-networking standards.
Some application and technology environments may require direct mainframe connection, but these should be avoided or minimized.
New relationships with other governments and the private sector will require more two-way access.
The government enterprise network must be managed as a corporate resource.
Increased requirements for expanded bandwidths and telecommunications cost controls.

Infrastructure Management

The architecture will provide for the management and security of the technology infrastructure.

Rationale

Reduces costs and improves service by making it easier to effectively plan and manage business and system operations. The architecture will provide timely and accurate information pertaining to work loads, usage patterns and performance.
Reduces costs by reducing the cost of manual (and potentially inconsistent) collection of usage and performance information.
Supports continuous improvement and change.

Implications

Need to define who will manage the infrastructure.
Need to identify the basic requirement to ensure the integrity and security of applications, services and data.
Need an integrated set of safeguards to ensure the confidentiality, integrity and availability of information.
Need to identify the multiple levels of security that the architecture will support.
Need to define and monitor management responsibilities for security.
Need to identify the resource and management tools required to monitor and manage the infrastructure.
Need infrastructure service standards and a performance measurement framework that also address non-technical criteria.
Need to develop a mechanism to account for usage and costs.
Need for recovery management across the network.
Requires a framework for auditability and accountability.