The Michigan.gov Story: Reinventing State Government OnlinePresentation Transcript
The Michigan.gov Story: Reinventing State Government Online Presented by Dan Lohrmann, e-Michigan Chief Technology Executive Intergovernmental Technology Conference, Hershey, Pennsylvania December 11, 2001
Results: At the beginning of October, Gartner recognized Michigan as one of two leading states in e-government strategy and approach Representative e-Government Initiatives, October 2001 Source: Gartner Dataquest, E-Government 360 o , Gartner Symposium ITxpo 2001 Orlando, Florida October 8-12, 2001, Rishi Sood
In a 2001 Gartner Dataquest presentation, Michigan was represented in a competitive matrix as a State that has made significant progress in e-government strategy and scope.
Michigan was identified as having "a more strategic direction to eGovernment. Michigan.gov has received very high customer satisfaction so far."
Specific factors that set Michigan.gov apart included:
Strong Governor support, allocated $23M
Launched new portal project in 100 days
Allocated $3.7M to build, $3.7M to host portal
Provides access to more than 70 online services
Standardized modules, e.g. common payments layer
Will provide 40 new transaction services in 12 months
Widely respected new entry to State portal development
High initial customer utilization rates
Built on a common platform to ease integration of other services and expand service delivery
All State agencies are expected to be migrated by May 2002
Initiative Focus Arizona Arkansas Utah Washington Virginia Kentucky Michigan California Disclaimer: The Magic Quadrant is copyrighted September 2001 by Gartner, Inc. and is reused with permission. Gartner’s permission to print its Magic Quadrant should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner’s opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner-defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner Research is intended to be one of many information sources and the reader should not rely solely on the Magic Quadrant for decision-making. Gartner expressly disclaims all warranties, express or implied of fitness of this research for a particular purpose. Tactical Strategic Broad Niche
Results: The success of Michigan.gov has also been captured by the media
More than 20 articles in regional and national publications, including:
“ Michigan Citizens Get 24/7 e-Gov Access” 07/12/01 “ State says web site makes service easier” 07/11/01 “ State unveils new Web site” 07/11/01 “ State’s Internet site clicks, experts say” 07/11/01 “ Deloitte, IBM Finish Michigan Portal Redesign” 07/13/01 “ New Michigan Portal Creates Common Look for Agencies” 07/16/01 “ Michigan jumps on portal bandwagon” 07/16/01 “ Michigan unveils user-centric web portal” 07/20/01 “ Thinking Big: Michigan’s effort goes well beyond just Web-enabling service delivery. It’s an attempt to redesign a government enterprise-wide.” AUG2001
Vision for e-Government
Features of Michigan.gov
The Creation of Michigan.gov
Organizational and Financial Approach
Strategic Planning and Approach
Site Design Approach
Communications and Marketing Approach
Change Leadership Approach and Business Process Reengineering
The success of Michigan.gov and all of Michigan’s e-government services is based on Governor John Engler’s vision and direction “ Michigan will be the leading state in providing trusted electronic government services to all customers.” e-Michigan Vision “ Already…customers are going on the Web to get fishing licenses or to reserve campgrounds. Web-based services will help students access financial aid, help entrepreneurs start businesses, help taxpayers apply for professional and occupational licenses…” 2001 State of the State “ Reaching our e-Michigan goal means permitting customers to conduct business at their convenience, going online, not waiting in line.” 2001 State of the State
Michigan.gov is one long-term result led through the e-Michigan Office
The e-Michigan Office
A centralized, empowered agency established by Governor Engler via Executive Order to lead all state agencies in e-government initiatives and policy development, including the new Michigan.gov web site.
New State of Michigan web portal that includes common web technologies, uniform policies and standards, a customer-designed look-and-feel throughout agency web sites, personalization and many other features
Launched July 10, Michigan.gov was developed using best practices from public and private sectors
Rapid launch window (90 days)
Common, statewide technologies
Organization by customer need
Involvement of over 250 agency staff
Common look-and-feel throughout portal and agency sites
With Michigan.gov launched, there are still many e-government initiatives underway by e-Michigan and other State agencies Fall 2001 Winter/Spring 2002 State portal and theme sub-portal launch New search engine across all State sites Voluntary site personalization New Governor’s Home Page Business Entity Search Ph. I Financial Aid Portal Day care online invoicing pilot Business Process Reengineering underway Pilot Internet Application for Unemployment Benefits Contracts and Payments refinement Domestic violence resource dir. MVU online training for Medicaid providers License look-up expansion Fall 2000/Spring 2001 Summer 2001 On-line campground/State parks reservations On-line hunting and fishing licenses MiSeniors.net Lodging reservations Harbor reservations pilot Tee-time reservations Redesigned day care Web page Nursing home locator Verify License/Look-up expansion underway Eligibility Pre-Screening Tool Pilot at local hospitals and clinics in Detroit area Day care locator and EFT for providers New OFIS web site MVU online training for Medicaid billers Added portal functionality Agency site migration to Vignette Business Process Reengineering Michigan School Information Online Online Wage Records Reporting Internet Criminal History Report TEDS Construction Grant Apps e-Invoice expansion (BS & FHS) Online bid status display Employer-filed UA Claims Online filing of C-8030/No SBT Expansion of EFT for vendors Pre-screen tool rollout Long-term care portal License look-up expansion License renewal pilots App. for construction permits Michigan Education Grants MI Scholarships Online Kids’ pages Agency Migration to Vignette Web-CAM at Mackinac Bridge UCC forms look-up and filing Business Process Reengineering Electronic Reporting of Wastewater Discharge Online Business Start-up Forms Travel & Rec cross-promotions Mapping and Trip Planner Internet connections at welcome centers and state parks Web-CAM (at parks) MiChild/Healthy Kids Online Screening and Applications License renewal expansion Electronic forms infrastructure Lesson plans for grades K-8
The timeline for e-Michigan is 2 years, and includes an aggressive agenda May 2000 May 2002 May 2001 7/00 9/00 11/00 1/01 3/01 7/01 9/01 11/01 1/02 3/02 Executive Order 2000-6 Theme Formation PMO Selection: Deloitte Consulting RFP Input Gathering Strategic Plan and Detailed Work Plan Portal IT RFP Issued 16 Bids Received Portal Vendor Selection: IBM Portal Implementation Look&Feel Design Michigan.gov Launch July 10 Agency Site Migration to Vignette Launch of 70 New Online Services & Portal Release 2 October 30 Executive Order Expires
Organizational Approach: A key to success was the creation of the e-Michigan Office - a centralized, empowered agency focused on a statewide view of e-government
Design a single State of Michigan portal for easy navigation and customization that integrates user preferences
Develop a comprehensive statewide strategy for the installation and use of state-of-the-art technologies that allow the state to exchange information and conduct business-related transactions electronically
Develop the technical, legal, policy, and financial framework and infrastructure necessary to deliver e-Michigan services
Promote e-Michigan awareness and acceptance
In cooperation with CIO and DMB, plan, provide, operate, maintain, and manage the e-Michigan technology infrastructure to be used by all executive branch agencies
As stated in Executive Order 2000-6, the e-Michigan Office was established to: It was given an appropriation of $23 million to support it for its 2-year life.
Organizational Approach: e-Michigan was initially created with 5 staff members, but has now grown to include over 250 staff from across all agencies Governor e-Michigan Office e-Michigan Advisory Council e-Technology Advisory Group e-Michigan Leadership Committee Theme Managers Web Council Portal Implementation Team Center of Excellence Global Initiatives Business Process Reengineering Steering Committees Project Teams
Increasing Application Complexity Increasing Constituent Value Michigan in Fall 2000 Our goal is to continue Michigan’s progression within the Transaction stage and ultimately to move from Transaction to Transformation Presence Interaction Transaction Transformation
.gov and .edu
Gartner Dataquest August 2000 Strategic Planning Approach: 100 existing State sites were assessed and we found Michigan’s Web presence had several steps to go to be truly advanced in its design and services
Technology Approach: We approached our portal technology selection methodically, and laid the foundation for an expedited but thorough implementation
Created a Michigan e-Government Strategic Plan
Solicited input from consultants and experts to identify the technology components required to fulfill our vision
Submitted a Request for Proposal to all vendors of portal technologies in December 2000
Received 16 bids from vendors on January 24, 2001
Included most technologies used by private sector organizations
Selected IBM, who started work April 2, 2001
Included portal technologies and services
Launched the portal in 3 months
Continue to enhance the portal with new applications and features
Technology Approach: Michigan.gov uses seven core technology components that lay the foundation for statewide web development and production Business Intelligence Voluntary tracking of customer State web activity Explicit, observed and implicit profiles Platforms Integrated suite of packaged applications Open standards, flexibility, scalability Foundation for all application development Hosting Ongoing portal operation Onsite, vendor site, hybrid Search Plain English inquiry capabilities Standard tool across all pages and links Personalization Allow for voluntary customized views Content based on geography, interests,community Content Management Standardize web publishing, workflow and version control in all agencies Implements common look and feel Directory Services User and application verification service (profiles)
Policy Approach: We developed policies that apply across State government Web pages
Policies were developed through collaboration of all agencies, e-Michigan and the State CIO
Policies are available at the bottom of all State web pages and apply to all sites already migrated to the common portal platform and look-and-feel
Design Approach: Customer input and feedback are part of the design, implementation and continuous improvement of each new e-government service May 2000 May 2002 May 2001 7/00 9/00 11/00 1/01 3/01 7/01 9/01 11/01 1/02 3/02 Executive Order 2000-6 PPA Study for Input to Themes Focus Groups for Look&Feel Design Michigan.gov Launch July 10 Ongoing Customer Focus Groups and Feedback to Portal and All e-Government Initiatives Portal Release 2 October 30 Executive Order Expires Industry Experts Input to RFP Customer Validation of Theme Sub-Portal Design
Design Approach: The customer-driven design also includes a “no wrong door” approach with 6 ways to locate information, and a common banner on all pages 2. Choose from a directory of agencies 4. Type a “plain English” question 6. Select an existing link 3. Select another theme 1. View a site map 5. Personalize the site with favorite topics and links Common banner on all pages
Internalization Individuals make e-Michigan their own and create innovative ways to use and improve STAGES FOR BUILDING PERSONAL COMMITMENT TO THE SUCCESS OF E-MICHIGAN T I M E COMMITMENT High Contact Individuals have heard e-Michigan exists Low Awareness Individuals are aware of basic scope and concepts of e-Michigan Understanding Individuals understand e-Michigan impacts on their interactions or work with the State Positive Perception Individuals understand e-Michigan impacts and benefits to them Adoption Individuals are willing to work with and implement e-Michigan Institutionalization e-Michigan is the way transactions are done -- the new status quo Communications and Marketing Approach: The success of a new website or online service ultimately depends on the support and commitment of State staff and customers Cabinet Members Governor Engler IT Staff Agency Business Experts State and Agency CIOs Businesses Travelers Citizens Taxpayers Program Participants Local Governments e-Michigan Staff/Teams/Advisors Vendors Legislators e-Michigan Stakeholders
Establish project-specific and master e-Michigan communications plans
Provide frequent communications across multiple vehicles
e.g., internal and external newsletters, e-Michigan Global Updates, e-Michigan Handbook, multi-agency representation at all meetings
Establish Single Points of Contact for each agency, responsible for agency communications to/from e-Michigan
Maintain database of all communications, audiences, etc.
Marketing and Publicity Approach
Issue press releases for all projects or groups of projects, emphasizing where to find on Michigan.gov
Provide articles/updates to industry publications
Participate in conferences related to new services or portal features
Contract for marketing and advertising services
Place posters in all state facilities, such as welcome centers, office buildings, walk-in service areas
Communications and Marketing Approach: A robust communications and marketing plan was created to achieve these objectives
Business Process Reengineering and Benefits Capture: Multiple areas of benefits are derived from e-government Customer Interaction Cost Avoidance/ Reduction Business Process Technical Infrastructure Presentation Process Infrastructure Convenience Enhanced Customer Service Increased Access to Accurate Information Multi-Channel Service Delivery Reduced Cycle Time Refined Business Processes Operational Efficiency Software Licensing Data Integration Increased Revenue Source Common Platform Security Standardization Personalization Scalability
Business Process Reengineering and Benefits Capture: e-Michigan’s approach to business case development and performance measurement includes… The Business Case for e-Government Measuring Benefits of Existing e-Government Projects
Collect key baseline information (same as for measuring existing projects)
Using results from pre-e-government assessment, analyze opportunity for solution development considering:
Estimated costs and benefits (focusing primarily on financial benefits).
Potential customer adoption/usage.
Related services and technology development.
Policy or legislative rules.
Leadership support and organizational change readiness.
Ability to develop in deliver in required timeframe.
Develop and discuss options/alternatives.
Determine optimal implementation approach.
Collect key process information including:
Goals, objectives, and performance measures for process.
Baseline metrics from pre-e-government process and post development of e-government solution: cycle time to deliver services, volume, customers, required resources, skills, etc.
Identify and collect necessary metrics/measures to measure the success or impact of moving this service online over a specified period of time.
Developing the Business Case for Future e-Government Investment
Portal Release 2: The site must be continually enhanced with new features and services. The next generation has been created in just 3 months …
e-Store for Department of Natural Resources
Implements IBM Websphere e-Commerce Suite and Websphere Payment Manager
Pilot shopping cart and payment system for future e-Mall of all agencies
Allows purchases of patches, posters and other DNR products
Located at MI-Mall.Michigan.gov/DNR
This naming convention stems from technical and standards issues; a white paper on naming conventions for sites and services is being prepared
Can be applied for agencies that allow ordering of free or for-fee products
Can include products such as brochures, test kits, patches, donations
Single Sign-on Pilot
Implements Tivoli Single Sign-On Solution
Pilot is for Groupwise email system and HRMN human resources management network
New Agency Sites in Vignette
Lottery, CEPI, e-Michigan
Portal Release 2: The DNR e-Store uses IBM’s Websphere e-Commerce Suite and maintains the consistent look-and-feel of Michigan.gov
Portal Release 2: Single Sign-On…
Agency Migration: Three of more than 50 State sites have been migrated to the Vignette platform and more are targeted to follow by December 31
Initial agency sites migrated to Vignette to ensure single face of government to citizens with common look-and-feel, navigation
Lottery, CEPI, e-Michigan
By January, several other State sites will be migrated:
Corrections, State Police, Environmental Quality, Gaming Control Board, Agriculture, Military Affairs, Education, Career Development, Treasury
The remainder of sites will be migrated by May 2002
Migration is going very well:
Migration teams have been formed within each agency
Range from 3 to over 20 staff members depending on size and scope of the site
Include business and IT staff
Customized migration work plans are being developed for each agency
Resource requirements are sometimes exceeding resources allocated (or estimated time) because of unanticipated complexities or volume on some sites
Migration includes providing agencies with the SurfAid site management tool
tracks usage, paths and other information about visitors to the agency site
Agency Migration: Lottery Example
Agency Migration: CEPI Example
Lessons Learned: Our lessons learned are many, but here are previous success factors that were integrated into the project from the outset
Executive sponsorship and clear priorities from the highest level of government (in this case, Governor Engler provided this leadership) are critical to success and speed of implementation.
Effective communication strategies are essential at all levels.
Good project management (following PMI principles) is a key ingredient to success.
An excellent, effective, governance structure must be in place.
Coordination and cooperation between agencies must be regular and consistent, and must provide opportunities for feedback.
Lessons Learned: In addition, the following lessons were learned through this project
Electronic Government projects can be done quickly (only 91 days from the start of the IBM contract until new portal launch) and on time/budget.
Public/private partnerships can work by bringing the best ideas from the Fortune 500 companies and applying them to state initiatives.
Applying technology is only a part of building a successful new web portal.
Test, Test, Test – Even after unit and system tests were completed, many other items were caught in User Acceptance and the stress testing of our new portal. Some new items were even identified at our press conference “walk-through” with the Governor.
Keeping the momentum going after major deliverables is difficult, so make sure you celebrate successes and regain your focus on the next set of goals.
If you have questions, please contact me or visit our website