The AGCO relies on digital platforms to deliver accessible, reliable, secure, and customer-centric services to Ontarians. In line with the Government of Ontario’s Digital Service focus and commitment towards new digital practices and technologies to deliver simpler, faster better services to Ontarians the AGCO in 2022-23 has prioritized the development of its own Digital Strategy to guide and prioritize the agency’s digitalization efforts. This Digital Strategy will be tightly integrated into the agency’s operations and long-term planning efforts focused on how it can strengthen the agency’s priority of being a Modern Regulator, ensuring a deep understanding of its stakeholders through a focus on Service Excellence and fostering a People First culture that develops and empowers a dynamic workforce.
The planning and implementation of a Digital Strategy requires a multi-year effort and investment that will ultimately set agency-wide digital priorities and define key initiatives to be executed. As the digital strategy and creation of a three-year digital roadmap takes shape efforts continue within I&IT to set foundational technology and operational building block capabilities in the following areas that will accelerate the AGCO digital journey.
Business Process Optimization and Performance Measurement
- Accountability and strategic alignment are key components to agency success; the AGCO recognizes this and has further demonstrated its commitment by establishing a performance measurement strategy, led by the Business Optimization and Insights branch. This branch fosters a culture of accountability by continually evaluating the efficiency and efficacy of AGCO programs, projects, and core operations through cascading monitoring dashboards for various levels of management including senior management and chief-level executives, that host key performance measures related to agency regulatory and business outcomes, and overall organizational health.
Data & Analytics Strategy Implementation
- The AGCO recognizes that data is a key pillar supporting the agency’s risk-based approach to regulation and the support of digital business. The Enterprise Data and Analytics branch is developing a data and analytics strategy, including an actionable analytics roadmap to evolve processes supporting the development of data channels, management, and governance of data to support the AGCO’s vision of becoming a modern, evidence-based regulator with data-driven decision-making.
Cybersecurity
- Cyber attacks are a significant threat to all government entities. The AGCO continues its cybersecurity roadmap and has implemented significant controls to monitor unauthorized network and system access to complement phishing and social engineering attack controls. Further investment in people, processes and technology will continue to reduce the possibility of successful cyber attacks, protect personal information, and increase the response and recovery capabilities of AGCO.
Digital Platforms and Journey to Cloud
- At the centre of AGCO’s digital-first approach, is the iAGCO platform, iAGCO provides online services for alcohol, lottery and gaming, horse racing and cannabis. To ensure alignment and integration of iAGCO and other digital products into the overall portfolio a digital product management approach is being adopted. The AGCO will plan and manage core-business systems through Digital Product Planning and Digital Product Delivery teams that ensure customer focused systems are available in a timely, cost-effective manner using agile delivery methodologies and who’s roadmaps align to long-term strategic business needs.
- Modernizing AGCO legacy systems infrastructure into available, flexible, and scalable cloud environments is a foundational step for the Digital Strategy. The AGCO will begin the transitioning of systems this year focusing on iAGCO and internal services to provide increased resiliency of applications and access to modern tools, processes, and better linkages to cloud based solutions.
Digital Portfolio and Strategy Management
- The agency’s Digital Strategy will become a living document that will require periodic updating and improvement necessary to ensure the correct order of priorities, avoid costly over-runs, ensure continued alignment to enterprise strategy, and the right digital investments. This should result in the positive evolution of the agency’s digital portfolio, featuring current innovative and forward-thinking approaches and alignment to digital trends
Along with a digitally ready workforce who possesses the required skillsets, data literacy and aptitude for the use of technology in this new digital reality, the combination of strategic planning and focused/prioritized execution will serve as the catalyst for the agency to adapt and flourish in a new digital reality.