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

2. 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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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 , the Inclusion & Diversity Blueprint, the I&IT Plan , 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

13. 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

14. 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?

15.
For more information on the OPS of the Future: 2018 Action Plan please visit: