Establishing an Innovation Platform for Government

Transcription

1 Establishing an Innovation Platform for Government New York State Department of Taxation and Finance James Lieb, Director of Architecture and Web Solutions Approximately 5,800 employees Offices across the state and 1 in Chicago Process $83 billion annually A wide variety of tax types 2 1

2 Current and Evolving Challenges Observation Successful alignment is achieved through culture, process and tools, not technology. Personnel Changing workforce expectations Acquiring new skills required Retirements Recruitment Technical Business Legacy dependence Stovepipe systems Product integration Lower Operational Costs Simplify Maintenance Reduce Total Cost of Ownership Changing Demands and Expectations Raise Revenue Reduce costs Eliminate paper based systems Quicker and more consistent delivery Sharing data and Interoperability Open channels Process optimization (manage work) 3 e-mpire R1 and R2 Overview COBOL Business Components Batch Programs Paper Input Green Screen; paper run reports Web apps connected to CICS via MQBridge Some Workflow for manual business processes B A T C H 4 2

3 e-mpire R3 Overview JAVA Business Components Business Processes Data Mapping - BO Data Storage - XML Rules Engine - Java Exceptions - WPS CICS Transactions Paper Input Business Monitoring Internal/External Web eforms T R A N S A C T I O N A L 5 e-mpire R3 Returns Processing WebSphere Process Server Microflow Flat File Adapter and WID Leverages source target mapping in one COBOL step Microflow Transaction boundary, two-phase commit SCA async invoke (uses SIBUS) Invoke CICS Tx 1 Common taxpayer validation JCA Connector routine (AIX) which reconciles taxpayers and output common DB structure Invoke CICS Tx 2 WebSpher e MQ to back-end systems CICS Transaction Gateway 6.1 (z/os) Third batch program which processes form rules CICS CICS CICS Transaction1 Transaction2 Transaction3 CICS Invoke CICS Tx 3 6 3

4 7 NY State Tax Processing PIT (Personal Income Tax) >30M returns processed (3 years) Daily Processing High 650,000 returns/day Up to 14,500 different data elements for the filings (73% Electronic) 22M Refunds ($24B) Corporate Tax IRS ELF Program ,317, ,977, , ,000, ,000 (thru June) Peak day: 80,000 returns Sales Tax 220,000 on the Web last quarter Withholdings Tax 100,000 web filings of XML STAR Property Tax Rebate Application (Tax Refund) 3.5 web applications in a 3 month period epay $6.5B through June Observing 250% increase in

5 Exploiting Critical Technologies Emerging Products WebSphere Process Server DB2 V9 XML WebSphere Integration Developer Lotus Workplace Forms CICS Transaction Gateway V6.1 Significant Increase in Use WebSphere Application Server WebSphere Business Monitor Exstream Dlalog Rational CICS Java Innovative Use WebSphere Commerce DTF Asset Shift Business Components Rules Engine Mapper Platform Shift AIX Regatta, Blade, Shark The availability of new software technologies enabled a just in time change in direction for e-mpire R3. However, also took on risks of doing too much at the same time and the products not being hardened. 9 Smarter government is delivering to the right customer, the right tool (information) at the right time (process) Process Automation Work/Case Management Process Patterns Management Tools Information Customer Management ECM Functional UI XML DB Business Analytics Customer Internal User Access Online service (OLS) Web services 10 5

6 The Innovation Optimization Cycle Building Business Capability Investigate Prototype Investigate alternatives and options Standardize Standardize integration and establish patterns Pilot Optimize Develop tools for development and delivery Reduce TCO Integration with Innovation Platform 11 The innovation Platform integrates Structured Components Establishing an Innovation Platform Structured Services Service Best Prac5ces (Legacy, New Products) Standardize for easy integrabon (error handling) Innovation Platform Consumers Patterns Security Patterns Infrastructure Components Consumer Pa,erns (UI, Processes, Web Services) Tools and techniques to assure consistent product delivery Security (Consumer Centric) Remove security from services, support top down security based on credenbals Infrastructure Pa,erns (Interfaces, Accesses, Standard code) Tools to support development and remove configurabon tasks 12 6

7 Where we are at NYS Tax Innovation Platform Structured Services E-MPIRE UI Online Services I Flow Business Services E-MPIRE Pages Exception Processing BABE Smart Services Rules Engine Web Pages DataStage Patterns Collections BPEL Processing BPEL Workflow Services Product Services Role Base Functional Security Web Service Security Audit Trail CM CISS/ TACOS Single Servlet Auto Build/ Deploy CodeGen Reference Tables COMFORM Consumer Patterns Security Patterns Infrastructure Patterns Services 13 Internal Customer UI Desired Capabilities Ability to quickly deliver functions to users Allow user to configure their own functions Allow for development of pages independent of use or security considerations Ability to easy integrate legacy systems and new products (as UI objects) Integration with work delivery 14 7

8 BABE Tabset 15 Tabset Creation 16 8

9 BABE Tabset Creation 17 BABE List Order 18 9

10 Workflow Integration Work Management 19 Workflow Integration - BABE Tabset 20 10

11 Innovation Platform Statistics e-mpire UI Page development time cut by 70% 392 pages developed 249 tabsets, 396 BABE functions iflow 46 iflows apps in Production 12 more in development Applications developed 60% faster Maintenance cut by 80% SmartServices 535 generated services Online Services 950,000 Registered Users 57 authenticated applications Role Based Security 80% reduction in security issues Based on only 6 security policies which rarely change 21 Moving Forward - Changing Government Continuous Innovation Historical Desired Major Project Based (CARTS, e-mpire) Years between projects Whole conversion Long projects Years before product delivery Very expensive with very high budgets during project years Each project has own architecture Continuous improvement Deliver new capabilities as needed Budget for innovation Keeping costs more fixed Architecture evolves with capabilities 22 11

12 Making Government Innovative Organizing for Innovation Government tendency towards structure Operational and Project work conflicts Planning for Innovation Strategic Plan and Roadmap Innovation Projects Pilot -> Standardization -> Optimization Executing the Innovation Projects Staffing mix Operational handoff 23 Business focused Strategic Plan End state described as capabilities Based on the Tax Domain Descriptive, not Prescriptive Designed to collaborative with stakeholders Adding section on current projects and priorities (Identity insight. Web Redesign, etc.) 24 12

13 Strategic Building Block Tax Delivery Topology 25 Capabilities Focused Strategic Document Goals of document Create a common vision Allow business to prioritize innovation investment Establish a delivery schedule of innovation Next steps Enhance document with input from all stakeholders (work sessions, reviews, etc.) Encourage involvement 26 13

14 Example MDM Strategic Capabilities Ability to be leveraged to improve automated processes Ability to be leveraged to improve certain activities (case screening, collections, audit) Ability to be leveraged easily form new data sources (business user driven) and processes Ability to easily process external sources inline (web services) Ability to deliver results in line for further processing Integrate collaborative technologies (calendar, alerts, to dos) while working the case 27 MDM Innovation Identity Insight uses Improve data matching process Better matches Keeping match information Improve processes Reduce exceptions Not allow duplicate registrations Improve customer interactions On phone In field Improve analytical capabilities around the customer 28 14

15 The Innovation Optimization Cycle Identity Insight Investigate Prototype load processes Resolve performance and data issues Establish reconciliation best practices Standardize Develop DataStage load patterns Create e-mpire dossier page Develop single web service for integration Optimize Establish web service external pattern (agreements, infrastructure) Integrate in instream processes 29 15

16 Innovation Challenge The new challenge Is building capabilities even before the business needs it. Personnel Technical Business 31 What s Next Work the established list of priority innovations Identify Insight GIS Capabilities iflow2 (mobile, widgets) Internal UI Improvements Web Service Improvements DOX pattern Develop the strategic roadmap process and priorities Collaborate with IT on capabilities and roadmap Align capabilities and deliveries with strategic business leaders Establish delivery dates for innovation Continue to build the innovation organization and culture 32 16

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