This document discusses enterprise architecture and alignment. It provides an overview and case study of the City of Brampton's efforts to create an enterprise architecture and citizen service portal for improved customer experience, operational efficiency, and alignment across departments. The portal project took 14 months and resulted in a consistent online experience for residents, increased usefulness of the platform over time, and business intelligence to support better decisions. The project helped evolve Brampton's culture towards more collaboration, sustainability and value through enterprise alignment.

1. Enterprise Architecture The Alignment Intelligence Alber Hanna, PMP, MBB, MIS, MCSE 2011 EA Symposium Event | March 31, 2011

2. ENTERPRISE ESSENTIALS Manage Services MAKE PROFIT STAY IN BUSINESS Manage Staff Enterprise Manage Clients Manage Vendors Manage Brand

3. EA WHAT IS IT NOT? IT IS NOT 3 TECHNICAL A THEORY A SOLUTION

4. EA WHAT IS IT ABOUT? 4 IT IS ABOUT CONNECTING THE DOTS BALANCE ALIGNMENT SUSTAINABILITY

5. ALIGNMENT 5 WHY ? WHAT WOULD HAPPEN IF, THE CAR WHEELS ARE NOT ALIGNED or BALANCED ?

6. ALIGNMENT OF WHAT ? STRATEGIC VISION Applications SUSTAINABILITY Information Business Data Investment Technology Governance People

7. ALIGNMENT SIMPLICITY Management Analysis Intelligence Project A Project B Project C Project E Project D

8. e-brampton P 8 Alignment Intelligence Management ABILITY TO LEARN TECHNOLOGY ORGANIZATION MANAGEMENT Ability to Learn Technology Organization ALIGNMENT INTELLIGENCE Breakthrough Strategy Operational Excellence Visionary Aware Expert New Foundation Reasonable Experiments Savvy Agnostic

9. City of Brampton THE CASE STUDY Citizen Service Platform Portal Initiative 9

11. Just north of Lester B. Pearson International Airport – Canada’s largest international gateway.

12. The West Greater Toronto Area (GTA) offers the highest concentration of industrial activity in Canada.

13. Land area of 266 square kilometres (103 square miles).BRAMPTON FACTS

15. Rapid growth (40% increase in the last 10 years)

16. Average growth rate of 11,130 persons per year between 1976 and 2006

17. 11th largest and the second-fastest growing City in Canada

18. The third-largest City in the Greater Toronto Area (GTA), after Toronto and Mississauga

20. BUSINESS CHALLENGES/DRIVERS 1 2 Improving Customer Service 3 4 Increasing Operational Efficiency 5 Accountability & Compliance Leveraging Best Practices, Technology & Tools Employee Satisfaction

21. BRAMPTON Customer Service Framework Strategic Plan Service Delivery for example: Information Service Requests Property Tax Recreation Transportation Planning License & Permits Enforcement Fire Events Special Programs and more… Residents E-Mail Businesses FAX Telephone Government WEB Consumers Regular Mail Youth, Seniors, Newcomers, Families, Community Leaders, Business Leaders, Developers, Vendors, Local, Regional, Provincial Walk-Ups Business Intelligence (Metrics, KPIs, Reports) Leverage Investment (People, Process & Technology)

22. WEB CHANNEL Residents Businesses Consumers Government Public Portal (Brand & Service Excellence)) Employee Portal (Efficiency & Productivity) Online Knowledge Information Public Awareness & Communication Dept. Portals Promote Brampton Forms Online Online Services Electronic Forms Electronic Records Digital Dashboard CRM Secure Access

24. Operational Efficiency Model based on Theory of Constraint (TOC)

25. Net Readiness Model

26. Information Management Model based on Microsoft Citizen Service Platform (CSP)

27. ADKAR Change Management Model

28. Business Intelligence Model

31. Measurable Key Performance Indicators (KPI)

32. Flexible Reporting Solution

33. Simple Digital DashboardsFinance Solutions Service Operations

34. e-brampton P 19 MANGEMENT LEVEL Change Mgmt. NET READINESS ABILITY TO LEARN ORGANIZATION TECHNOLOGY NET READINESS Change Mgmt. TRANSITIONALFRAMEWORK Define Measure Analyze Control Improve Net Readiness Quality Management Practical Transition Strategy Based on DMAIC Six Sigma Quality Program & methodology A tool to manage change associated withnew requests, new initiatives and analyze gaps to indicate required readiness measures to implement prioritized requests Continuous Improvement

35. (www.brampton.ca) Public Portal (Information & General Services) Secure Access Secure Access Employees Portal Residents Portal Partners Portal Community & Service Oriented Businesses, Governments & Vendors Services Remote (VPN) & Mobile Workforce Citizen Request Management (CRM) Back Office Systems (Corporate & Line of Business) Contact /Call Centre Service (Integrating 311) Information & Intelligence ARCHITECTURETHE THEORY OF OPERATION

36. FOCUS CUSTOMER EXPERIENCE 21

37. BRAMPTON INTERACTIVE MAPS Video requires internet connection, if video does not start playing automatically CLICK HERE

38. RESULTS THE STORY (in just 14 months) Consistent experience via Web Channel Increase the Useful Life of the Platform Rich Customer Experience combined with Intelligence

40. 15 Million Content

41. 1 Million Internal Pages

42. 50,000 Public Pages

43. 500 Collaboration Sites

44. 2 Million Public users

45. 2,800 Corporate users(Managed by 6 Professionals) 5 35 10 50 7 Case Studies 2 National Awards 4 Global Awards

46. SUSTAINABILITY THE BALANCE 25 VALUE SUSTAINABILITY

47. QUESTIONS AND ANSWERS 26 CONTACT ALBER HANNA, PMP, MBB, MIS, MCSE Manager, IT Architecture & Planning City of Brampton T: 1 (905) 874 – 3636 E: alber.hanna@brampton.ca