ITAC CIO ROUNDTABLE Innovation, Controllership & Strategy (ICS)

1. ITAC CIO ROUNDTABLE Innovation, Controllership & Strategy (ICS) Samantha Liscio, Corporate Chief Strategist November 15, 2011

2. Context • In today’s world, effective I&IT is critical to the achievement of overall government objectives • Our performance thus far provides a solid foundation for executing on new priorities • Fiscal pressures and the need to focus on results, suggest that I&IT must play a critical role in overall performance improvement • To do so, I&IT must evolve to become more of a strategic partner

3. Context Effective I&IT is critical to the achievement of overall government objectives Provide transformative change to government business Simultaneouslygeneratecost-savings andefficiencies Drive innovative,forward-lookingsolutions ICS sets the strategic directions in the federated I&IT org and supports clusters in implementation and control

4. Innovation, Controllership & Strategy: Our raison d’etre Are we doing the right things? Are we doing things right? • Strategy • Planning • Technology adoption • Technology roadmap • Enterprise Architecture • Rules framework (directive, policy, standards) • Controllership • Gating • Architecture review • Corporate Change Management • Performance measurement & reporting Are we communicating what and how we’re doing? • Leadership development, I&IT learning, Showcase, tech town halls, tech tours

5. Are we doing the right things? Strategy & Planning “I see the IT community as a core function that needs to have a seat at the table when new policies and programs are being discussed.” – Secretary of Cabinet

6. Strategy Evolution: Building on Foundational Work • Project/Portfolio Competency • MAPS – educated DMs on Application Portfolio Management & accountability for technology assets • No failures in major projects over the last 5 years • All projects actively managed and monitored (The I&IT organization currently manages 49 projects between $1M-$10M and 17 over $10M. Our total I&IT project portfolio is approximately $1,092M) • Internal Efficiencies • Cost reduction initiatives - new DMSP contract, reduced infrastructure operating costs • Built and have successfully migrated >50% of applications to GDC • Innovative use of available resources • Creation of IT Source • Leader for flex work implementation in the OPS • New innovative ways of delivering IT services - .NET Software Development Centre • Demonstrated value add of technology as catalyst to cross-ministry major transformation initiatives (i.e. OFB) and large scale technology enablement transformation (MOST, RUSMOD..) CONFIDENTIAL DRAFT FOR DISCUSSION ONLY DO NOT REPRODUCE

7. Strategy Evolution: Next Steps • 2008-13 strategic plan concluded • 2011-13 strategic plan roughly scoped based on 2011-12 plan • 3 key priorities for 2011-12 identified • Opportunities for greater efficiencies and business transformation identified • Focus on where we want to LAND, not where we are going to LAUNCH CONFIDENTIAL DRAFT FOR DISCUSSION ONLY DO NOT REPRODUCE

8. Are we doing the right things? • Enterprise Architecture (not QA) • Technology Roadmap & Technology Adoption Process • Rules Framework

9. Are we doing things right? Controllership

10. Are we doing things right? Architecture Review & Corporate Change Management Fragmented standards “One size fits all” 5 Gates 20 EA Checkpoints! IT solution concepts & blueprints not always aligned with architecture • Approach that “balances risks & costs” • EA Checkpoint 0 / Gate 1 aligned • Improved alignment of architecture, privacy, security & IT solutioning requirements to minimize impacts on timelines • Architecture requirements based on type of initiative (e.g., infrastructure) • Reduced Checkpoint reviews based on EA risk level • Increased delegation of architecture review to Cluster • Corporate change governed through Corporate Change Advisory Board (CCAB) members include Clusters, ITS, CSB • Ensures adherence to Enterprise Change Management processes for all corporate changes Annual # of RFCs 2003 2009 2010 2011

11. Are we communicating what we are doing? “IT’s inability to market effectively cements its cost center role in the enterprise: communicating status but not value, fulfilling requests but not solving problems, and partially deploying technologies but not delivering expected results.” Laurie Orlov, Forrester We MUST do better at communicating effectively! In 2000, I&IT was fragmented and expensive, but over the last decade we have transformed into a strategic enabler for business

12. Are we communicating what we are doing? Innovation, Learning & Development • Communicating effectively using appropriate measures: • Corporate Performance Report • Projects $1-$10m • Internal Business Client Satisfaction Survey • Employee Engagement Survey • Quarterly Executive Dashboard • Educating externally and internally: • Learning opportunities: Showcase, town halls, etc. • Policies • Service updates • Customer service feedback • Employee engagement results • Government priorities • Industry reports and standards

13. ICS Contacts Controllership Innovation Strategy Chris McAlpine Chris.mcalpine@ontario.ca Rose Langhout Rose.langhout@ontario.ca Jasmine Kanga Jasmine.kanga@ontario.ca Architecture Review Technology Adoption and Roadmaps Linda Jarvis Linda.Jarvis@ontario.ca Rizwan Akhtar Rizwan.akhtar@ontario.ca