1. CYSSC - Cluster 2.0 Prioritization & Intake Governance Medium Sensitivity August 29, 2011 Cluster 2.0 Project Team

2. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Current CYSSC Governance Bodies New CYSSC Governance Bodies The 8+ existing CYSSC governance bodies can be mapped to the new 4 CYSSC governance bodies that will be developed and implemented 2 SPAC Prioritization and Governance PPAC Prioritization and Governance OPAC (prioritization)/ Collective Steering Committees (governance) CMC*ITEC ITCC (director) ITCC (Manager) PRC/ BPC/ PRB (Director) PRC/ BPC/ PRB (Manager) CPBEMC Overview of Changes to the Future State Reduced the number of governance bodies and governance meetings in order to improve efficiency Combined the allocation and prioritization functions into a single governance body Changed the nature of the meetings, relying on Kanban methodologies, in order to improve the efficiency of the meetings and make them more strategic ally focused * Note: CMC will continue to exist in the future state, however the role of the committee will change MCSS & MCYS MCYS MCSS

3. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Prioritization uses four key measurements when reviewing work 3 Complexity Looks at the overall complexity of the work relative to work previously done Cost Looks at the cost of the work as a total dollar amount Capacity Looks at how much capacity is left in the system to complete the work requested Capability Looks at the current capabilities of the system relative to the work that needs to be completed

4. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Model with Value streams, Manage with Kanbans, Enable Kaizens OPAC Recommended Improvements SPAC PPAC Req.DesignBuildTestDeployReq.DesignBuildTestDeployReq.DesignBuildTestDeploy Steering and Enablement Monthly Bi-Weekly Daily Do Plan Check Act Do Plan Check Act Do Plan Check Act Do Plan Check Act Do Check Act Plan Do Check Act Plan Do Check Act Plan Portfolio Kanban Kaizen Release Kanban Iteration Kanban Enterprise Value Stream Project Value Stream The new governance model will make use of Kanban boards which will help to streamline meetings and focus the discussion on exceptions

5. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Proposed prioritization and allocation structure (end state) 5 *Operational PAC Project Prioritization & Allocation Committees (PPAC) Strategic Prioritization & Allocation Committees (SPAC) Cross-Ministry (MCSS & MCYS) *Illustrative purposes only Cluster (Internal Cluster) Project PAC Overview Mandate Prioritize small/ medium projects (for MCSS, Cluster and MCYS) between $500,000-$2M ** and move project to Solutions Delivery Must align to business priorities Risk/ impact to the ministry New infrastructure Allocate cluster resources based on capacity (SPAC) Project recommendations Escalation Resource constraint issues (SPAC) Capability issues e.g., missing capabilities, Technology Build Centre creation (SPAC) Projects exceeding $2M ** (SPAC for recommendation) Members CRM; Directors (Ministry and Cluster) Senior Managers (Dev); Business Lead, PM Frequency Monthly Mandate Recommend projects exceeding $2M ** High risk/ impact to cluster or ministry Review 2-5 year strategic plan as well as 6- 12 month operational plans Determine capacity allocation quarterly Determine priorities and budget Determine Technology Build Centres/ Capabilities to be done in/ out house Inform other bodies of key outcomes Escalation Projects exceeding $2M ** to Corp Gov ***. High risk/ impact to cluster or ministry Members DM/ ADMs; CIO; Cluster Executives; BRM Frequency Quarterly Strategic PAC Overview Operational PAC Overview Mandate Approve projects less than $500,000 Must fall within capacity constraints set by SPAC Must be an existing system, align to cluster goals and ministry priorities Escalation Projects exceeding $500,000 (PPAC) Resource constraint issues (PPAC) Visibility, timeline etc. changes Members Senior Mgrs, Business Lead (ministries); Value Stream Managers (cluster) and PMs Frequency Weekly/ Ad hoc **Amount currently being reviewed as part of Corporate Governance ***Corporate Governance process: SCLC for >$2M (Procurement), ITPAC >$2M (Projects), MBC >$10M SAMO PRAB Cross-Ministry (MCSS & MCYS) Cluster (Internal Cluster) YJS ROMB

6. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Proposed project governance (end state) 6 *Operational Prioritization and Allocation Committee/ Collective Steering Committees SAMO PRAB Strategic Prioritization & Allocation Committee Cross-Ministry Portfolio Management (SPAC) *Illustrative purposes only Project PACs Overview Mandate Address escalation issues from Collective Steering Committee(s) Escalation SPAC (Ad Hoc if required) Members Directors (Ministry & Cluster) + Collective Members Frequency Ad Hoc (project triggering only) Mandate Refer to previous slide for rest of mandate Address escalation issues from Individual Project Steering Committees and PPAC High risk/ impact to cluster or ministry Determine Technology Build Centres/ Capabilities to be done in/ out house Members DM/ ADMs; CIO; Cluster Executives; BRM Directors (Ministry & Cluster) as needed Frequency Ad Hoc (project triggering only) Strategic PAC Overview Operational PAC/ Collective Steering Committee Mandate Program level view of projects e.g., by branch Within capacity constraints set by SPAC Must be an existing system, align to cluster goals and ministry priorities $500,000 to $5M Exception based reporting Escalation Projects exceeding budget, risk, visibility, timeline or resource constraints (PPAC) Members Senior Mgr, PM, Value Str Mgr, Business Lead Frequency Weekly YJS ROMB Cluster Projects Project Prioritization & Allocation Committees (PPAC) Cross-Ministry (MCSS & MCYS) Cluster (Internal Cluster) Cross-Ministry (MCSS & MCYS) Cluster (Internal Cluster)

7. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Proposed prioritization and allocation structure (interim) 7 *Operational PACs - MCYS ROMBYJS *Operational PACs - MCSS SAMOPRAB PPAC MCSSPPAC ClusterPPAC MCYS Project Prioritization & Allocation Committees (PPAC) Strategic Prioritization & Allocation Committees (SPAC) Cross-Ministry (MCSS & MCYS) *Illustrative purposes only Cluster (Internal Cluster) Project PACs Overview Mandate Prioritize small/ medium projects (for MCSS, Cluster and MCYS) between $250,000-$2M ** and move project to Solutions Delivery Must align to business priorities Risk/ impact to the ministry New infrastructure Allocate cluster resources based on capacity (SPAC) Project recommendations Escalation Resource constraint issues (SPAC) Capability issues e.g., missing capabilities, Technology Build Centre creation (SPAC) Projects exceeding $2M ** (SPAC for recommendation) Members BRM; Directors (Ministry and Cluster) Senior Managers (Dev); Business Lead, PM Frequency 2 x per month initially; Monthly (long term) Mandate Recommend projects exceeding $2M ** High risk/ impact to cluster or ministry Review 2-5 year strategic plan as well as 6- 12 month operational plans Determine capacity allocation quarterly Determine priorities and budget Determine Technology Build Centres/ Capabilities to be done in/ out house Inform other bodies of key outcomes Escalation Projects exceeding $2M ** to Corp Gov ***. High risk/ impact to cluster or ministry Members DM/ ADMs; CIO; Cluster Executives; BRM Frequency Every 2 months initially; Quarterly (long term) Strategic PACs Overview Operational PACs Overview Mandate Approve projects less than $250,000 Must fall within capacity constraints set by SPAC Must be an existing system, align to cluster goals and ministry priorities Escalation Projects exceeding $250,000 (PPAC) Resource constraint issues (PPAC) Visibility, timeline etc. changes Members Senior Mgrs, Business Lead (ministries); Cluster Leads and PMs Frequency Weekly/ Ad hoc **Amount currently being reviewed as part of Corporate Governance ***Corporate Governance process: SCLC for >$2M (Procurement), ITPAC >$2M (Projects), MBC >$10M

8. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Proposed project governance (interim) 8 *Operational Prioritization and Allocation Committee/ Collective Steering Committees Strategic Prioritization & Allocation Committee Cross-Ministry Portfolio Management (SPAC) *Illustrative purposes only Project PACs Overview Mandate Address escalation issues from Collective Steering Committee(s) Escalation SPAC (Ad Hoc if required) Members Directors (Ministry & Cluster) + Collective Members Frequency 2 x per month Monthly (long term) Mandate Refer to previous slide for rest of mandate Address escalation issues from Individual Project Steering Committees and PPAC High risk/ impact to cluster or ministry Determine Technology Build Centres/ Capabilities to be done in/ out house Members DM/ ADMs; CIO; Cluster Executives; BRM Directors (Ministry & Cluster) as needed Frequency Quarterly/ Ad Hoc (project triggering only) Strategic PAC Overview Collective Steering Committee Mandate Program level view of projects e.g., Social Services projects Within capacity constraints set by SPAC Must be an existing system, align to cluster goals and ministry priorities $250,000 to $5M Exception based reporting Escalation Projects exceeding budget, risk, visibility, timeline or resource constraints (PPAC) Members Senior Mgr, PM, Value Str Mgr, Business Lead Frequency Weekly PPAC MCSS PPAC Cluster Directors Cmtte Individual Project Steering Committees (IPSC) PPAC MCYS Project Prioritization & Allocation Committees (PPAC) Individual PSC Overview Mandate Manage execution of key projects visible/ complex May have dependencies on smaller Projects e.g. smaller releases Escalation SPAC (Ad Hoc if required) Members Project Directors and Business Counterparts, Solutions Delivery Head Frequency 2 x per month Note: phase out as projects moved to production Cross-Ministry (MCSS & MCYS) Cluster (Internal Cluster) SAMOYJS PRABROMB Cluster Projects SATP/ SSSMPFRO/ FCMS Child Welfare/ CPIN

9. Cluster 2.0 – Prioritization & Intake Governance MEDIUM SENSITIVITY Global governance focuses on allocating capacity by business risk, local governance decides on the actual work to be completed within the capacity constraints 9 Nature of the work Capacity Alignment to Cluster Objectives Capacity Alignment to Ministry Objectives Major Cluster/ Minister Changes Major Technical Upgrade New Directive Program Level Change Security Upgrade Corporate Initiatives New Legis., Policy, Reg. Training Emp. Engag- ement Hi-Value Client Service Change Reqsts Ongoing Bus/ User Support Other Enhanc- ements Political Risk Software Upgrade Bus. Process Improv- ement Increase Client Satis. Bus. Rule Change Improvd Product- ivity New Legis., Policy, Reg. Project Remedi- ation Application Support/ Operations Well understood business realized by understood mix of value streams Must fall within capacity constraints set by SPAC Prioritized by Support and Operations Triage ITS and/ or Tier 2 help desk issues Regional Office service issue Project cost is less than $50k Internal capability only Must align to operational plan 20% reserve allocation of capacity Operational PAC Approval (Weekly, Ad-hoc as required) Project cost is less than $250k Must fall within capacity constraints set by SPAC Existing system Must align to cluster goals and ministry priorities XX% reserve allocation of capacity Project PAC Approval (Twice/per month initially, Monthly long-term) Project cost is between $250k-$2M Must align to business priorities New infrastructure Risk/ impact to the ministry Must fall within capacity constraints set by SPAC XX% reserve allocation of capacity Investment Class (20%) Improvement Class (10%) Standard Class (40%) Fixed Date Class (20%) Expedite Class (10%) Policies that govern the work Strategic PAC (Quarterly) Recommend project if cost or funding approval is greater than $3M to Corporate Governance (SCLC/ ITPAC/ MBC as required) High risk/ impact to cluster or ministry New value streams or new capabilities Minister Promise High Value Customer Service Operation Issue Operational Support Business Consultation Improved Service Delivery Requests Product Defect Audit Minor Policy Change Emergency Defect Ongoing Tech Support