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Integration Challenges with CHEFS:

• Issues are primarily related to integration with external systems.

• Current workflows are isolated, causing difficulties when integrating forms into broader business processes.

• Example: Fishing License Application:

• CHEFS can manage form creation, submission, review, and approval.

• Payment processing is external, and roles for personnel are manually assigned.

• The current process requires separate handling of each form, causing redundancy and inefficiency when personnel are involved in multiple forms.

• Limitations of the Current System:

• Forms become large and complex, especially when accounting for multiple business processes.

• Role assignments must be repeated for each form, creating duplication.

• Workflows are linear with limited collaboration capabilities, and role-based security can be too broad.

• Notifications and integrations, while automated via webhooks, are limited to one endpoint and cannot scale across multiple systems.

• Architectural Improvements Needed:

• User management and role assignment need to be unified across multiple forms and applications to reduce redundancy.

• A more flexible workflow system is needed to accommodate complex, multistep processes.

• The goal is to move user management outside of CHEFS so it can apply across different forms and applications.

• Next Steps:

• Re-architect CHEFS to address these integration and scalability issues, including improving role assignment, user management, and workflow flexibility.

Key Points from the Transcript:

• Introductions and Contact Information:

  • Matthew Hall is the Chief Product Owner for the CHEFS product team.

  • Contact for follow-up questions: Matthew Hall, Ari Hershberg, or Mohammed.

• Guiding Principles and Strategy:

  • Focus on using open standards and avoiding "Big Bang" implementations (Chris Robinson).

  • Encouraging a collaborative contributor model where team members feel valued and appreciated.

• Vision for CHEFS and Common Components:

  • The primary goal is to reduce the time and cost associated with standing up services for citizens of BC.

  • Teams are encouraged to think beyond individual components, focusing on the larger goal of delivering value efficiently.

  • There is an emphasis on eliminating unused features and focusing on what truly adds value.

• Organizational Restructuring:

  • The need for teams working on common components to collaborate more closely across organizational boundaries.

  • Advocating for restructuring to facilitate better cooperation and streamline the development of solutions.

• Expansion and Collaboration Across Canada:

  • Long-term vision includes expanding the program across Canada.

  • Some components, like the digital trust framework, are already part of Pan-Canadian discussions.

  • BC aims to share its learnings with other provinces, helping them adopt similar solutions and tools.

• Measuring Success:

  • Success is measured by the ability to share and deploy components across provinces without heavy customization.

  • Continuous evolution of tools and processes is necessary to keep pace with changing needs and technologies.

• Closing Remarks:

  • Collaboration is key to pushing the agenda forward, with opportunities to contribute to the broader vision.

  • Encouragement for feedback and ongoing dialogue with participants.