Common Service Enterprise Architecture

• Issues are primarily related to integration with external systems.

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

• 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.

• 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.

• 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.

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

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.