OPS of the Future: 2018 Action Plan Leading People for Results - Study Tour Diane McArthur May 9, 2018

Outline How we got here The path forward Our new vision Pillars Passionately Serve Ontarians Boldly Enable Change Actively Empower Employees What success looks like OPS of the Future… and now Qs&As The objective of this presentation is to highlight the key elements of the OPS of the Future: 2018 Action Plan and have a discussion about what we can each do to contribute to leading transformation. April 2018

Ontario Population Comparison 2021 Projections North – 5% of Ontario East – 15% of Ontario West – 26% of Ontario Central – 53% of Ontario April 2018

How we got here On April 12, 2018, the OPS of the Future: 2018 Action Plan was released. The Action Plan, based on input and contributions from staff and others, articulates a refreshed vision and commitments that paves the way for excellence in public service and transforms the OPS for the future. 40k+ In February 2017, the Transforming the Ontario Public Service for the Future discussion document  was launched to start a conversation with OPS employees about how to work together to transform our organization. Over the course of the year following the discussion document’s release, thousands of employees from across the organization and province submitted their ideas through town halls, ministry engagement sessions, and the OPS of the Future website. External partners also provided their feedback on improving how the OPS engages with the public, businesses and transfer payment organizations. Data from thousands of employees was reviewed and analyzed to identify themes to develop the Action Plan. The combined feedback we received from engagements has been distilled into this Action Plan, which includes a new vision statement for the OPS, key pillars, and 12 commitments. interactions with employees from across all ministries (in person, digitally or both) April 2018

The path forward The Action Plan outlines the strategic direction and provides guidance for how we will work differently in the future. In the subsequent slides the three key elements of the Action Plan (depicted at a glance on this slide) will be discussed in more detail. April 2018

Our new vision To be a leading public service that is inclusive, innovative, responsive and accountable. All OPS workplaces will be inclusive environments. An innovative mindset will be our norm. We will be responsive to how people access and use government programs and services. We will hold ourselves and each other accountable for our actions. Our new vision is: To be a leading public service that is inclusive, innovative, responsive and accountable. It reflects the tremendous amount of crowd-sourced input we received from thousands of OPS employees both in-person and online. Employees were asked about the concepts that were important to them and should be captured in a vision for the future of the OPS. To be able to transform and adapt to an ever-increasing rate of change and deliver on our mission as public servants, we must continue to expand our capability in these four key areas: Inclusion Innovation Responsiveness accountability April 2018

Passionately Serve Ontarians Pillars Passionately Serve Ontarians Boldly Enable Change Actively Empower Employees To realize the OPS vision, the Action Plan has three distinct pillars, each supported by specific, measurable commitments. We will review each of these three pillars in the next slides. Deliver better public services by working with and for Ontarians Champion new ways of working and encourage new approaches to solving problems Provide employees with the tools and supports to succeed April 2018

Passionately Serve Ontarians What we heard Our commitments People have to provide their information to the OPS multiple times Government communications are not always easy to understand or follow Users and stakeholders want to be engaged throughout the design and development process Programs should be regularly and proactively evaluated, tested and improved Create a digital identity Communicate clearly Engage with stakeholders and seek continuous feedback Increase the use of evidence- based and iterative approaches A key responsibility of the OPS is to deliver excellent public services, either directly or through service delivery partners, with and for people, businesses and communities throughout Ontario. We will use our experience, knowledge, technology and data to design and deliver services where, when and how Ontarians need them. That means working with people in all parts of the province to make sure we understand their needs as we shape policies and services. [These commitments are described in detail on page17 of the Action Plan] The focus in this pillar is: Making it easier for Ontarians Effective communications and outreach Increased engagement with the public, businesses, service delivery partners and communities Testing and evaluating new policies or programs iteratively Being outcome driven April 2018

Boldly Enable Change What we heard Our commitments We have a culture of risk aversion It is challenging to work across organizational boundaries It is challenging to share data across the organization Some of our processes contribute to inefficiencies and bureaucracy Encourage and support innovation Explore ways to digitally identify skills and create flexible work teams Integrate and share our data Drive greater efficiencies To continue delivering innovative solutions to Ontarians, we need to change the way we plan and work. We need to build strong, collaborative and networked teams that use the knowledge and experiences from people across various ministry program and functional areas in order to provide more efficient and responsive solutions. We need to create a culture that encourages trying new approaches and sharing what we have learned. [These commitments are described in detail on page 20 of the Action Plan] The focus in this area is on: Innovation Collaboration across branches, divisions, ministries and outside the OPS Effective and nimble teams Data/information sharing Efficiency April 2018

Actively Empower Employees What we heard Our commitments We need leadership that fosters an environment of trust, openness and continuous learning Learning and development often focuses on mandatory and introductory-level courses Many tools and technology we work with are old and outdated Employees need to feel trusted to make decisions on how best to do their work Strengthen our learning organization Provide a modern workplace and flexible work options Establish accountability at the right level and make risk-based decisions Foster greater diversity and inclusion To be resilient, responsive and adaptable, we need to strengthen our learning culture, embrace new approaches to our work, and encourage leaders to trust their teams and hold them accountable as they support transformation initiatives. We also need to build a modern workplace that is more diverse, inclusive and accessible, where everyone feels safe and valued, and is able to participate fully, learn and succeed. [These commitments are described on page 23 of the Action Plan] The focus in this area is on: Learning Trusting employees Diversity & inclusion Resilience Effective risk taking Supporting one another and holding one another accountable April 2018

What success looks like We will be: Inclusive and diverse Innovative and creative Responsive and agile Accountable and responsible People-centered Open and transparent Collaborative and integrated To ensure we are making progress in realizing our new vision — to become a leading public service that is inclusive, innovative, responsive and accountable — and efficiently delivering on our mission, we need to define what success looks like. Success will come in coordination with the other transformation initiatives that are either in progress or development, such as the HR Plan 2015-2020, the Inclusion & Diversity Blueprint, the I&IT Plan 2016-2020, the Digital Action Plan, the Digital Enterprise Services Transformation Review and many others. These are the outcomes that will allow us to measure and demonstrate progress on achieving this plan. [See page 26 of the Action Plan for the high level description of each of these outcomes]   April 2018

Next steps Find ways to align and build upon the three pillars in ministry strategies and initiatives Dialogue about how teams can contribute to and lead transformation Promote connections with colleagues to make changes – big or small This action plan is just the beginning: now it’s time for all of us to work together to make the OPS of the future a reality. The success of our transformation depends on your members and others in the OPS embracing this new vision and action plan, and being open to changing the way we think, plan and work, and still provide value for money in everything we do. We will continue to seek your input and ideas as we go forward – your perspective on your members’ views and how best to achieve transformation will make our plans better.   Ministries, divisions and teams should find ways to align with and build upon the three pillars in their strategies and initiatives. The commitments in this action plan are just a start, and are meant to model a new way of working together to deliver services. Employees and teams can use the ideas from the appendix in the action plan called “Making It Real” to begin a dialogue about how they can lead transformation. Strengthened connections between colleagues, across teams and ministries, to make changes — big or small.  Stay tuned for ongoing communications and progress updates. As we move forward, we will take stock of how we are doing and how we can do even better.    By continuing to build momentum through action and continuously asking how we can improve, we will better serve Ontarians, enable change and empower employees. I look forward to your ongoing support and advice. Ongoing communications and progress updates profiling successes with the OPS of the Future team to allow them to be profiled in future updates Visit the OPS of the Future website to share your thoughts and ideas intra.ontario.ca/ops-of-the-future or email opsofthefuture@Ontario.ca

Qs&As Ask: What are your thoughts about the vision? Pillars? What can we do as a team to make the Action Plan real? What can you do as an individual to make the Action Plan real? How do our current ministry/division/team’s strategic or operational plans align with the Action Plan? Is anything missing from the outcomes? What do you think is important to measure to demonstrate progress?

OPSoftheFuture@ontario.ca For more information on the OPS of the Future: 2018 Action Plan please visit: www.ontario.ca/page/ontario-public-service-future-2018-action-plan