PLANNING COMMITTEE REPORT JUNE COMITÉ DE L URBANISME RAPPORT 31 LE 13 JUIN 2012

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1 43 COMITÉ DE L URBANISME 4. IMPLEMENTATION OF PLANNING AND GROWTH MANAGEMENT STRATEGIC BUSINESS TECHNOLOGY PLAN MISE EN OEUVRE DU PLAN OPÉRATIONNEL STRATÉGIQUE D URBANISME ET GESTION DE LA CROISSANCE EN MATIÈRE DE TECHNOLOGIE COMMITTEE RECOMMENDATIONS 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 $250,000 from the IT Building Inspection Tracking capital account to the new Planning and Growth Management EPaL Solution capital account. RECOMMANDATIONS DU COMITÉ Que le Conseil : 1. approuve l établissement d un budget d immobilisations de 6 M$ 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. approuve le transfert au nouveau compte de capital de la solution EPaL d Urbanisme et Gestion de la croissance de la somme de $ en provenance du compte de capital des services en ligne des permis de construction et de la somme de $ en provenance du compte de capital du suivi des inspections des bâtiments des Services de technologie de l information. DOCUMENTATION 1. Deputy City Manager's report, Planning and Infrastructure, dated 9 May 2012 (ACS2012-PAI-PGM-0126).

2 44 COMITÉ DE L URBANISME Report to/rapport au : Planning Committee Comité de l'urbanisme and Council / et au Conseil 09 May 2012 / le 09 mai 2012 Submitted by/soumis par : Nancy Schepers, Deputy City Manager, Directrice municipal adjointe, Planning and Infrastructure/Urbanisme et Infrastructure Contact Person / Personne ressource : Arlene Grégoire, Director of Building Code Services and Chief Building Official/Directrice des services du code du bâtiment et chef du service du bâtiment, Planning and Growth Management/ Urbanisme et Gestion de la croissance (613) x 41425, arlene.gregoire@ottawa.ca CITY WIDE / À L ÉCHELLE DE LA VILLE Ref N ACS2012-PAI-PGM-0126 SUBJECT: OBJET : IMPLEMENTATION OF PLANNING AND GROWTH MANAGEMENT STRATEGIC BUSINESS TECHNOLOGY PLAN MISE EN OEUVRE DU PLAN OPÉRATIONNEL STRATÉGIQUE D URBANISME ET GESTION DE LA CROISSANCE EN MATIÈRE DE TECHNOLOGIE REPORT RECOMMENDATIONS 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.

3 45 COMITÉ DE L URBANISME RECOMMENDATIONS DU RAPPORT 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 $ en provenance du compte de capital des services en ligne des permis de construction et de la somme de $ en provenance du compte de capital du suivi des inspections des bâtiments des Services de technologie de l information. BACKGROUND 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: The expansion of the eportal application to other building permit categories and clients; and Transforming the building inspections processes and documentation for Building Inspectors and the industry that would enhance service delivery and improve productivity and efficiencies by providing online access to information in the field,

4 46 COMITÉ DE L URBANISME enabling the tracking of the status of the inspections and performance deposits by the industry, and by equipping the Inspectors with remote devices. 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 online 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.

5 47 COMITÉ DE L URBANISME 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.

6 48 COMITÉ DE L URBANISME 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. DISCUSSION 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 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.

7 49 COMITÉ DE L URBANISME 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 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. RURAL IMPLICATIONS 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.

8 50 COMITÉ DE L URBANISME CONSULTATION There is no public consultation required for this report. COMMENTS BY THE WARD COUNCILLORS There are no comments by Ward Councillors required for this report. LEGAL IMPLICATIONS There are no legal implications associated with this report. RISK MANAGEMENT IMPLICATIONS 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. FINANCIAL IMPLICATIONS Upon approval, a new PGM EPaL Solution capital account will be established with a total budget of $6,650,000, as follows: $6,000,000 will be transferred from the Building Code Capital Reserve. The balance of the Building Code Capital Reserve will be reduced from $8,144,781 to $2,144,781. $400,000 will be transferred from eportal Services Building Permits and $250,000 will be transferred from IT Building Inspection Tracking account. The $650,000 is funded through Building Code Capital Reserves. Savings resulting from efficiencies will be reflected in Planning and Growth Management s future operating budgets. ACCESSIBILITY IMPACTS 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. ENVIRONMENTAL IMPLICATIONS There are no environmental implications to this report.

9 51 COMITÉ DE L URBANISME TECHNOLOGY IMPLICATIONS 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. TERM OF COUNCIL PRIORITIES 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. DISPOSITION Financial Services will establish the new PGM EPaL Solution capital account and transfer $400,000 from the capital account and $250,000 from capital account to the PGM EPaL Solution capital account. Building Code Services will implement Phase 1 of the project.