2014 CAE Recipient Profile - Central Agencies I&IT Cluster


     

Providing technology support to the Treasury Board Secretariat (TBS), Central Agencies I&IT Cluster (CAC) is one of seven information technology (IT) organizations that provide modern and cost-effective information technology solutions and support to the ministries within the government of Ontario.

Within CAC, the Architecture, Information Management and Project Management Branch (AIP) is responsible for upholding IT architecture standards for all project deliverables by:

  • assisting CAC clients in developing and maintaining structured architectural models of client ministries;
    • providing project architecture governance to ensure compliance with Ontario Public Service (OPS) directives & policies, improve IT alignment with business goals and ensure quality control for more sustainable business solutions; and
    • helping clients to solve problems through research, opportunity analysis, formulation and modeling of cost-effective solutions and alternatives.

AIP is fully committed to organizational excellence through continuous service improvement in all processes and methodologies while supporting a healthy workplace.  All of AIP’s internal processes are well-documented which allow for easy assessment, benchmarking and enhancement while enabling a consistent and systematic approach for continuous improvement. 

AIP’s Quality Journey

AIP’s journey began in 2009 when it embarked on an internal 3-3-4 Maturity Transformation Initiative (MTI) certification.  This initiative is based on the Capability / Maturity Model Integration (CMMI) approach developed by the Carnegie Mellon University that defined the model framework for service process improvement across a project or an entire organization.  AIP continued with the momentum of continuous improvement and pursued external validation from Excellence Canada for organizational excellence and healthy workplace.  As a result, an organizational strategy roadmap was developed and launched to help staff commitment to organizational excellence in service delivery.  The roadmap encompassed all our processes to embrace excellence in everything we do, uphold IT architecture standards and follow industry best practices.  It also defined a framework to guide future initiatives that align with strategic corporate policies and performance measurement.

Following the successful certification of the NQI PEP® Level 1 certification in 2011, the branch progressively obtained Excellence Canada PEP® Level 2 in November 2012 and Level 3 certification in April 2013.  Through the PEP® Level 3 certification, AIP also successfully transitioned from the old NQI stream to the new Excellence Canada Excellence, Innovation and Wellness stream.  The branch is currently working towards obtaining Excellence Canada Progressing Excellence Program® (Excellence, Innovation and Wellness) Level 4 certification.

Throughout our quality journey, there was ongoing involvement and support from senior management as well as active participation from branch staff in all facets of the certification processes.  With the changing business environments, AIP had to be innovative in order to meet different demands and be adaptive to uphold the IT architecture governance standards to a high excellence level.  As a result, processes within the branch were continuously improved upon. 

AIP strongly believes that as an IT-support organization, its culture of continuous service improvement is fundamental in maintaining excellence in service delivery.  Ongoing processes like the Client Satisfaction Survey, Lessons Learned and Improvement Enhancement based on feedback were all fully-integrated as part of AIP’s internal service delivery processes.  AIP was able to consistently maintain very high client satisfaction levels based on ongoing Client Satisfaction Surveys.  These feedback mechanisms helped AIP focus on key areas where we could add value for our clients to enhance services and cost-savings.  For example, AIP developed an innovative approach through the use of Portfolio Roadmaps to facilitate both the business and CAC in aligning their planning processes to help ensure that future investments are strategic and cost-effective.