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ITAC CIO Roundtable
Marty GallasCorporate Chief
Infrastructure Technology Services
April 17, 2012
Overview ‐ Infrastructure Technology Services
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The OPS•67,000 end users•326 communities
ITS•1,400 staff•78 locations
Computers• 67,000+ desktops
& Laptops
E-mail•Largest MS network in Canada•1m e-mails / day
Telecommunications• 80,000+ phones• 55,000+ voicemail• 3.7m min. audio/mth
Data Centres•New GDC, 4 others•2,000 apps hosted
Projects•160 started last Fiscal
Single Service Desk•850,000 contacts / yr•130,000 orders / yr
A Snapshot of Projects – with our Clusters
• Average of 150 active projects at any given time• 160 projects implemented in 2011/12• Some examples:
• Elections Ontario Server Hosting - EO• Guelph Data Centre – 400 applications migrated• Online Donor Registration• Assistive Devices Project• Grant Management System • Next Generation Desktop – W7
• Many vendors continue to play a key role in project delivery.
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Creating Efficiencies
Consolidation Innovative contract / procurements
Green IT
Greater Consolidation & Efficiency
Benchmarking
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Selective Sourcing
On the Horizon
• Several significant initiatives are in the works:
• supporting our IT Clusters re: ministry projects
• Telecommunications Services Modernization
• Data Centre Strategy, including the use of Cloud
• New Version of E-mail
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Keeping a careful eye on our Projects
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Telecommunications Services Modernization (TSM)
Industry / Vendors provided input on scope and opportunity prior
to release of RFI
Industry / Vendors provided input on scope and opportunity prior
to release of RFI
The Telecommunications Services Modernization (TSM) Strategy will address the wide and growing portfolio of services required by the Ontario Government and create an integrated network that will provide the foundation for telecommunications services.
The Telecommunications Services Modernization (TSM) Strategy will address the wide and growing portfolio of services required by the Ontario Government and create an integrated network that will provide the foundation for telecommunications services.
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Virtual Meeting Service
Allows for point to point and multi‐point
sessions across the OPS
Allows for point to point and multi‐point
sessions across the OPS
500+ video conference boardrooms/
offices across OPS
500+ video conference boardrooms/
offices across OPS
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222 Jarvis Modernization
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Data Centre Strategy
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Focused PlanFocused Plan
Servers Modernized: 1363Servers Modernized: 1363
Small hosting locations modernized: 144
Small hosting locations modernized: 144
Physical servers decommissioned: 1133
Physical servers decommissioned: 1133
Reduction in CO2: 1770 tonsReduction in CO2: 1770 tons
Annual power savings: $585K Annual power savings: $585K
Small hosting locations reduced: 292
Small hosting locations reduced: 292
Cloud Computing Services
Starting with Website workload
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Exploring the benefits
Cloud Computing Services
RFP Development, Issue, Evaluate Award
Business Case
Vendor Deployment
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ITS Contacts
Rocco PasseroExecutive Lead, ITS416‐326‐[email protected]
Mark ElliottHead, Data Centre Operations416‐325‐[email protected]
Rick ProvenzanoHead, Enterprise Strategic Planning Design & Services905‐433‐[email protected]
Deborah HendriksHead, Development & Deployment / Project Management Office905‐433‐[email protected]
Conrad BrownHead, Telecommunications Services416‐327‐[email protected] Holjevac
Head, Desktop/Field Services416‐212‐ [email protected]
ITAC CIO Roundtable
Robin ThompsonChief Information Officer
April 17, 2012
Cluster OverviewThe Government Services Cluster (GSC) provides business solutions, services management, operational support and I&IT strategy with a specific focus to reduce the complexity of interacting with government for citizens, families and businesses.
Our Priorities & Strategic Goals• To align our resources closer to the business and the government priorities they support.
• To offer simple, seamless and personalized service experiences for citizens and businesses.
• To deliver technology solutions that are safe and secure
• To focus on selecting the right technologies that enable seamless integration and the ability to share across the OPS.
• To ensure a transparent, seamless operational support experience focused to mask the back end complexities of government service delivery
• To expand and modernize our Enterprise Service Offerings with a focus to improve the customer experience and increase customer satisfaction.
• To create and maintain a cluster environment that fosters innovation in service delivery
Leadership in integrated solutions delivery
Seamless horizontal operational excellence
Right work, right
people, right role
A values‐based culture where we can all live up to our potential
Our Transformational Journey
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BEFORE: Decentralization
Teams separated by clients portfoliosWorking in silosInconsistent practicesDuplicate approachesCompeting effortsInefficiencies/ redundancies
TODAY: Realignment
Functional allocation of resources to new integrated structureOne seamless organization with one set of prioritiesSimplified client engagement modelIntegrated, horizontal processes
TOMORROW:Continuous Improvement
Building internal capacity Improving processesShared resourcesMore cost efficiencies Improved customer service and resultsValues‐based culture focus
Our Service Improvements• Making it easier to interact with IT/GSC:
– New account management teams provide clients with dedicated end‐to‐end service and support
– New model based on a partnership between Business Relationship Manager (BRM) and Service Level Manager (SLM) which ensures that the team has full visibility over all work affecting the entire client portfolio
• Simpler processes for improved results:– A new integrated project intake and prioritization process, to
enable better planning and improved resource and capacity management
– Maturing release management process that will enable smoother implementations with reduced downtimes
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Our Service Improvements• Rationalization of roles and accountabilities to meet clients’ needs:
– Separation of project delivery and operational support functionsto enable staff to develop expertise.
– Strategic focus on development of fully integrated solutions roadmaps to reduce duplication, through promoting re‐use and the expansion of enterprise services.
• A more flexible, responsive and horizontal approach:– The ability to share resources across branches and to leverage
cross‐functional skill sets and increase delivery capacity without increasing costs.
– Cross‐training to maximize efficiency and improve support
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Organizational Structure
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Cluster PrioritiesShort Term (6‐12 Months)
• Operate and Support approximately 200 Business applications/ Enterprise Services
• Continued evolution of the Service Level Management role• Further evolution of the ServiceOntario Virtual Support
Organization
Service Management & Operations
• Multi year project launches this year:• Enterprise Contact Centre Modernization• ONBIS Business Registration System Modernization
• Further expansion of the One Source for Business Portal• Develop and Implement a flexible / modernized web content
delivery platform with a refreshed Ontario.ca• Launching the OPS Enterprise Content and Records
Management Service / Multiple onboarding projects scheduled.
• Further advancement of integrated service delivery via online and mobile transactions
Develop and Deliver Business Solutions (Over 100 projects planned or underway for 2012/13 and beyond)
Cluster PrioritiesShort Term (6‐12 Months)
• Supporting Service Ontario through its Strategic Service Delivery Review including the exploration to leverage private‐sector investments and the expansion of the existing delivery network to other lines of business
• Architectural alignment and service integration with RUSMOD to ensure seamless service delivery between SO and MTO.
• Development of the MEDI and MCS multi‐year I&IT operational plans, based on business objectives and commitments resulting from budget announcements.
• Development of Multi‐year Roadmaps for all partner portfolio applications and Enterprise Service offerings.
Planning Activities
Cluster PrioritiesLonger Term (12‐24 months)
• Rationalizing the business solution footprint (removing duplication and achieving financial savings)
• Further expansion of key Enterprise Service Investments• Next Generation Desktop Conversions• Cluster continuous improvement (staff training / leadership
development)
Upcoming Opportunities:• Strategic planning consulting engagements• VOR / Staff Augmentation for short term project delivery.
Challenges and Opportunities
• Fiscal constraints• Aggressive change agendas and limited resources
• Multiple enterprise delivery commitments 2012 / 2013
Contact Info
Robin ThompsonChief Information OfficerPhone: 416-326-1660Email: [email protected]
Kellie ScottHead, Service Management & OperationsPhone: 416-326-7376Email: [email protected]
Rob DevriesHead, Business SolutionsPhone: 416-327-2561Email: [email protected]
ITAC CIO Roundtable
Rob HollisChief Information OfficerLand and Resources I&IT
ClusterApril 17, 2012
Land and Resources Cluster
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"Provide information management and technology products and services that enable ministries to deliver on their
mandates in serving the citizens of Ontario”
•Provides I&IT products and services to over 12,000 staff for 5 Client Ministries across the province with overall recoveries ofapproximately $90M:
– Aboriginal Affairs (MAA)
– Agriculture, Food and Rural Affairs (OMAFRA)
– Environment (MOE)
– Natural Resources (MNR)
– Northern Development and Mines (MNDM)
LRC20|20
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LRC20|20Partnership - Service Delivery - Vision for the Future
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2007 2009 2012Phase 1 Phase 2 Phase 3
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Client Support
Strategy, Information & Program ManagementPlanning, Processes, Information and Supplier Management
Service Management Application Delivery
Business Consulting Services
Client RelationshipProject Delivery
Ministry Clients
LRC20|20
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The New LRC20|20
Transforming LRC• Continuous Process Improvement
culture• End2End service view• I&IT enabler• Value Stream Processes
• Tools strategy (e.g. KanBan, Rational, EPM)• Process Integration• Quality Assurance
Opportunities• Solutions and Services, e.g.
“Cloud”‐ opportunities• Contract/Vendor Management
Goals• Embedding into client business
• Trusting Partners• Consistent project management
• Improved business analysis processes
• Improved transparency and client communications
Benefits to Clients•One team responsible for all IT•Improved client relations and trust
– Consistent messaging across client levels
•Increased levels of client satisfaction•Projects delivered on scope, time, budget
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Client Engagement – Business Consulting Services
LRC20|20
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Application Delivery Excellence
Goals• Transforming into Lean• Employ application delivery best practices
• High quality delivery• Vendor partnerships for build, maintain & support
Benefits to Clients•Improved time to market•Reduced cost of project delivery•Single Supplier•Productivity gains•Reduced defects•Improved first time quality
LRC20|20
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Cluster Priorities – 2012‐13
• Support for ministry budget commitments and transformations
• Onboard Applications Maintenance and Support vendor
• Deliver ITELC‐Drummond Agreed Priorities• Demonstrate I&IT Leadership in JAVA and GIS Centres of Excellence
• Drive Maximum Value from the Application Portfolio• Develop and Implement LRC Human Resources Strategy
LRC20|20
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Projects Underway
• Modernization of Approvals (MofA), MOE• Mining Act Modernization (MAM), MNDM• Fish & Wildlife Licensing Automation Service ASD completion, MNR
• Grants Administration, OMAFRA, MAA• GIS Application Architecture Renewal ‐ Common Infrastructure and Application implementation
• Implement new Infomatica tool for ETL (extract, transform and load)
• AODA compliance for all web‐based solutions
LRC20|20
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Coming Up
• Permitting standard platforms:– Complete EASR/ECA implementation (MofA)– Solution implementation (MAM)– MNR Permitting/Approvals Transformation
• Grants/Transfer Payments Enterprise Solution• Middleware / Platform Upgrades
– Cognos BI upgrade to v.10– WebSphere Application Server and Oracle RDBMS version upgrades
LRC20|20
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Anticipated Releases of RFPs and RFS’
• April 2012• Vendor for LRC Applications Maintenance, Development
and Support Services• Spring 2012– GIS upgrade project (MNDM)– Safety Monitoring & Compliance Tool, MNR• Summer/Fall 2012– Modernization of Approvals ‐ Phase 2, MOE – Permitting/Approvals Transformation, MNR – Timber Market‐based Pricing Information System, MNR
LRC20|20
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Challenges
• Keeping pace with Ministry Transformations
• BPR for ministries• Mobile Workforce• Piloting the “Cloud”• SOA architectures• Social Media and Consumerization of IT
LRC20|20
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Contact Info
Robert Hollis, Chief Information Officer (CIO) [email protected]
Doug Green, Head Strategy, Information and Program Managementand Acting Head, Application Delivery Group [email protected]
Uwe Helmer, Head Service Management [email protected]
Scott Christilaw, Regional Manager – East [email protected]
Paul Riddolls, Regional Manager – Central‐West [email protected]
Carol Smith, Regional Manager – North [email protected]
LRC20|20
ITAC CIO Roundtable
John DiMarcoChief Information Officer
Justice I&IT Cluster
April 17, 2012
About Justice
Ministry of the Attorney GeneralMinistry of Community Safety & Correctional Services
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Corporate & Sector
Sunrise Propane Fire10 August 2008
www.citynews.ca
Guelph Data Centre
Government Mobile Communications Project (GMCP)
Emergency Management Enterprise Solution (EMES)
Government Wide Solutions
Justice Video Network
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Community Safety & Correctional Services
Centralized Dispatch System (CDS) for Coroners / Death Investigation System (DIS)
Forensic Sciences / Coroners Migration to New Facility
Laboratory Information –Acquisition & Management (LIAM)
Private Security and Investigative Services Branch
Level of Service Inventory –Ontario Revision (LSI‐OR) Modernization
Corrections Information Management & Canadian Police Information Centre (CPIC) Order Migration
Offender/Youth Offender Tracking Information System (OTIS/YOTIS) Modernization
OPP – BlackBerry Enterprise Server (BES)
Ontario Sex Offender Registry / National Sex Offender Registry (OSOR/NSOR)
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Attorney General
Victims Information System of Ontario (VISION)
Court Information Management System (CIMS)
Children’s Information Legal System Database (CHILD)
Crown Management Information System (CMIS)
Social Justice Tribunals Ontario (SJTO)
Special Investigation Unit (SIU)
Forfeited Asset Management Information System (FAMIS)
Looking Forward – Potential Cluster Needs
• Project Managers• Technical Trainers & Writers
• Developers • Systems Testing / QA
Specialists• Microsoft SharePoint
Expertise• Microsoft Dynamics Expertise
• Database Analysts• Database Architects
• Policing Systems Data Mining / Business Intelligence (BI)
• Laboratory Information – Acquisition & Management (LIAM)
• Corrections/Youth Justice – Offender Tracking
• Crowns e-Brief
• Court Management Information System (CIMS)
• Development/Modernization for ABCs• Development of common business
administration applications in SharePoint/Dynamics
• John DiMarco, Chief Information Officer, Justice Technology Services• [email protected]
• Sandy Mannering, Head, Technology Solutions Branch• [email protected]
• Chris Walpole, Head, Court Business Solutions Branch• [email protected]
• Bryan Hamer, Head, Information Management & Planning• [email protected]
• Tim Bondett, A/Head, Services Management• [email protected]
Contact Information
