Specializations

Technology
Public Service
Project Management
Financial Management

Information Technology Service Management

I have training and experience in Information Technology Service Management, a set of best practices for managing the provision of information technology. For an explanation for the ITIL visit ITIL Online or Pink Elephant (North American education centre). For an explanation of ITIL Concept ---> Click

ITIL Master Certification in IT Service Management - covers ITIL processes:
1. Service Support: Management of Incident, Problem, Change, Configuration and Release
2. Service Delivery: Management of Service Level, Availability, Capacity, Financial and Service Continuity
Also, Practitioners Certification in Service Level Management and Essentials Certified
Day long training presentation to major Metro Toronto organization on How to Implement Service Management processes explaining ITIL, CobIT, CMM and their interdependencies
Produced assessment document outlining present service management capabilities and recommending service management initiative for major Metro Toronto organization
wrote integrated Change/Release/Configuration process for High Availability Services Division of CIBC
wrote Service Level and End-User Agreements for Workplace Compensation Board for their web-based transaction systems
developed process description for all ten ITIL best practices area for Hartford Insurance Company
acted as process advisor on improvement task forces for incident, change and release management processes for Hartford Insurance Company
developed web site and wrote process descriptions for incident, change, configuration and release management for Economics and Business Cluster of the Ontario Government
developed service catalogue summary and portfolio descriptions for Economics and Business Cluster of the Ontario Government
Coordinated release of versions of the Offender Tracking Information System (OTIS). Responsible for Incident, Problem and Change process flows in accordance with ITIL practices.
participated in multiple sessions conducted by HP Consulting to develop initial design template for Change, Configuration, Problem and Incident Management for Justice Cluster of the Ontario Government.
coordinated initial design of Configuration management approach for Justice Enterprise. Developed stakeholder analysis, maturity matrices and project design to implement approach. Facilitated sessions in selecting Configuration Items.
developed three Service Level Agreements between Information Division as service provider and lines of business for three years.
as Customer Service representative, monitored Service performance and liased between IT Division and portfolio lines of business on service issues.
developed Service Catalogue and SLA templates for Justice Cluster services
acted as Communications Coordinator for Change Advisory Board in Justice Cluster (22,000 users, 15,000 desktops located throughout Ontario). In this capacity I participate as an active change member and assume responsibility for coordinating communications around Justice-wide communications on technology changes within the infrastructure.
participated in rollout of Windows 2000 operating system and MS Office 2000 productivity suite.

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Government Experience

I have been employed in the several different settings within the Ontario Government. This breadth has provided a valuable cross-section of the public service, valuable to consulting firms wishing to do business with government in general and the Ontario Government in particular. This experience covers:

Central Agency Controller

Within the Purchasing Services Branch of Management Board Secretariat. I have become highly familiar with electronic tendering methodologies, service providers through Canada, North America and the world (see my list of sites compiled at http://www.ppitpb.gov.on.ca/mbs/psb/psb.nsf). I have developed computerized slide shows on the current Government's agenda which I deliver throughout the Ontario broader public sector see my definition at http://www.ppitpb.gov.on.ca/mbs/psb/psb.nsf/english/bpsdef.html.

Broader Public Sector. Throughout the last two years I have delivered numerous presentations to organizations in the Broader Public Sector. In doing this I have developed an wide understanding of their structures and concerns with regard to purchasing endeavors. I will be pursuing this further as I undertake a series of sessions beginning in January with member organizations to explain the Province's position on the delivery of electronic tendering services in Ontario.

Agency Experience

As Treasurer and Comptroller of the Ontario Heritage Foundation. As a Schedule I agency of the Ontario Government which undertook administrative separation from the Ministry of Culture and Communications, I am familiar with an agency's relationship with the Province from both a tightly-bound and looser organization. The use of Memoranda of Understanding (MOU) to define the relationship. In the capacity I supervised the implementation of Delegation of Authority, Purchasing and Investment Policies. As well, I supported a Board of Director's both as a member of the agency's senior management and as a key advisor to a Finance Committee of the Board.

Grants Administration

I was responsible for assigning funding weights to new College courses in Ontario. As well, as part of the University and College Grants Administration Branch in the Ministry of Education and Training I am familiar with the funding algorithms applied to universities in Ontario.

as Manager of Finance, Grants and Policy in the Heritage Branch of the Ministry of Culture and Communications (now [again] Culture and Citizenship), I supervised the allocation of over $10 Million in heritage grants

as Treasurer of the Ontario Heritage Foundation, I was responsible for reporting on the divestiture of grant amounts in accordance with establish formulae governing commitment levels in relation to annual budgets. As Treasurer I supervised the movement of the Architectural Grant program from the Foundation to the Ministry. In doing so, I saved the Foundation over $200,000 in annual appropriations.

Financial Management

as a senior Operations Analyst with the MInistry of the Attorney General I developed Management By Results statistics for performance monitoring. My primary area was the Criminal Injuries Compensation Board.

for over three years at the Ministry of Agriculture and Foods I coordinated the annual budgeting process using Zero Base Budgeting and reported on resource utilization. To do so I had a computerized system developed at a cost of over $500,000. This permitted the rationalization of budgets from over 500 separate submissions, maintained and apportioned in-year allocations and restraints, permitted detailed variance reporting and linked performance measurement with resource allocation.

for over three years I coordinated the Zero Base Budgeting process for the Tax Revenue Program of the then Ministry of Revenue. I provided direct support to the ADM of the Program during the budget cycle and provided financial advice to the Executive Management Committee of the Program on in-year spending.

as Manager within the Heritage Branch I coordinated the budget and resource utilization for a branch of over 100 staff. I also acted as Treasurer of the Ontario Heritage Foundation. For many years, the dual role necessitated special consideration in managing resource choices between the organizations with unique options in balancing year-end accounts between an organization which could not retain funds across fiscal years (the Ministry of Culture and Communications) and an organization which could (the Heritage Foundation).

as Treasurer of the Ontario Heritage Foundation (a scheduled agency), I developed annual budgets of about $10 Million. Special considerations included the establishment of endowment funds, the interest of which was specially directed towards certain activities. I developed an Investment Policy to govern the use of different types of endowment funds.

Policy Development and Strategic Planning

Policy Development Officer in Communications Division of the then Ministry of Transportation and Communications where I was responsible for undertaking research on the level of communications services in Ontario and for developing provincial positions which recommended a jurisdictional role for Ontario in what was predominantly a Federal field. While I contributed several major policy papers my major contribution was to champion the development of the Ontario Communications Information System, a series of databases which enhanced the Division's research capabilities.

Senior Policy Officer with the Ministry of Revenue I assisted in coordinating strategic planning for the Tax Revenue Program of the Ministry of Revenue. A major accomplishment was the refinement of the Tax Model which formed the basis of the annual operational planning exercise.

as Manager of Policy Development and Financial Services in the Heritage Branch of the Ministry of Culture and Communications, I was responsible for the development of Heritage Branch policy. I supervised staff in this effort. As a senior manager in the branch I was part of the review team for the revamping of heritage legislation.

as Treasurer of the Ontario Heritage Foundation I researched and wrote a major policy paper on new approaches for revenue generation for the non-profit agency (copy available for review).

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Technology Experience

While I have no formal education in computer science I have been hired into or responsible for many technology areas. Additionally, I have taken courses in many aspects of technology including network architectures, comparative database systems, client server architecture and data warehousing. I have supported this with readings on many technology topics. As a Business Solution Consultant in an Information Technology Division, I have taken training in a number of technology process initiatives including Total Cost of Ownership by Gartner Group trainers, ITIL (Information Technology Information Library), Microsoft's Solution Framework and Hewlett-Packard's Technology Service Framework. I have had the responsibility of conveying the business interests of client business units to the Technology Division and making these business units aware of technologies to promote their business goals. This provides me with a good understanding of the uses and implications of new technologies.

For the most part, this is s business manager's understanding of technology. However, in instances where I have been a project lead in the development of systems I have become quite expert in the programs and systems which have formed part of these projects. Recently, I assumed the project responsibility for the delivery of a desktop "Clean Management" process, supervising six external consultants.

In past instances, I have developed database management systems. These have included detailed understanding of System 2000 (a hierarchical data base used in the 1970's), System 1022 (a relational database used in the latter 1970's), Revelation (a relational database using a PICK operating environment) and MS Access. To provide interfaces to these products I have programmed in IBM's CLIST, Fortran and Basic. To manage these projects I have used project management methodologies such as SPECTRUM, Timeline and MS Project. This background has given me a basic understanding of the relational database model and its application to new business needs - multi-tier client-server architectures, data warehouses, transaction processors and distributed database systems.

I believe that my ability to become immersed in these kinds of projects has given me a unique ability to bridge the communications gap between users and programmers. I have been involved in systems development projects as both a business participant and champion of the development and as the programmer. My ability to understand the concerns of both parties has proven beneficial in assuring that the completed job is within user specifications.

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Web-Site Design

I approached branch management in the Purchasing Service Branch of MSB in the Autumn of 1995 with the suggestion that the branch should offer its own web site. I prepared and delivered a cost-benefit analysis which highlighted trends in the development of the internet. Highlighted benefits included:

savings in document distribution costs for corporate contracts
improved ability to communicate with a diverse broader public sector to market government corporate contracts
demonstrated leadership in procurement practices

I personally launched the site during the civil service strike in the Spring of 1996 and have continued to develop the site. In doing so I am proficient with most elements of HTML coding and am becoming increasing familiar with CGI and JAVA scripting. We have implement an online database engine (miniSQL) which has extended the range of application. Since July, 1996 the site has had over 17000 hits and has grown in terms of contents and sophistication. Some features of the site include:

access restrictions to sensitive information (such as vendors' pricing) by two methods:
- location behind GO-NET firewall allows direct access by all Ontario public servants located within the firewall
- location outside the firewall with access gained by user ID and password entry maintained by PSB staff
hyperlinks to secure web pages of over twenty PC equipment vendors or Value-Added Resellers maintaining proprietary Government pricing.
recording of counters of hits to VAR sites and documents downloaded
BPS Registry - a miniSQL data base defining all public sector buyers in Ontario and primary contacts to facilitate suppliers locating buying points

Examples of Web Pages for Justice IT provider I have developed to explain technology initiatives...

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Database Development

I would contend that my entire career demonstrates innovative uses of technology to solve business issues. Amongst these have been:

Ontario Communications Information System

In 1974, as a policy research analyst with the Communications Division of the Ontario Ministry of Transportation and Communications I was faced with the need for high quality research information into the levels of communications services in the province. At the time, all provinces were involved in negotiations with the Federal Government for jurisdiction over broadcasting, cable television and common carriers. The Province needed sound information management.

To resolve this need, I conceptualized OCIS, developed the RFP and championed the approach through ministry management. The system was developed over two years at a cost of several hundred thousand dollars. During this period I acted as the User Manager, meeting with the project team at regular intervals to resolve issues. The system was designed as a series of System 2000 databases linked through IBM's command list and resident on the Downsview mainframe computer installation. I personally developed many routines in System 2000 following training. Database modules included:

Census Data - selected demographic data for all 14,400 enumeration areas in Ontario where entered into a database
Potential Audience - the A and B field strength contours of all television stations received off-air in Ontario were plotted and entered into a database. In addition, the boundaries of all cable television outlets in Ontario were coded and entered. Through computerized point-in-polygon routines these boundaries were checked against the centroids (latitude and longitudes) of the enumeration areas mentioned above. If an enumeration area was captured its demographic profile would be reported for the television and/or cable outlet. Summarization of all outlets permitted a highly accurate depict ion of service by type of outlet (eg. CBC, CTV, French/English, etc) with demographic breakdowns of the potential audience.
Service Level - the converse of the above analysis is to produce service levels at any of the enumeration areas (or cities, towns, counties, etc). This analysis permitted identification of under-served areas.
Financial Analysis - I negotiated with the Federal department of Communications to receive the annual financial returns of all broadcasting and cable TV operations in Ontario. This permitted financial modeling of the industries and improved our ability to represent the province's interest in hearing of the Canadian Radio/television and Telecommunications Commission (CRTTC).
Viewing Patterns - I negotiated and secured membership for the province with AC Nielson and the Bureau of Broadcast Measurement to receive viewing data with was compared with service level data
CRRTC Decisions - we entered all CRTTC decisions affecting Ontario operations into a data module which permitted tracking of precedents in representing the province before hearings of the Commission

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Integrated Planning and Control System

In 1983, I was hired by the Ministry of Agriculture and Food to introduce a planned approach to budgeting and expenditure management based upon my experience in coordinating the Zero-Base budgeting process in use with the Tax Revenue Program of the Ministry of Revenue. Over the subsequent several years the approach developed conceptually into IPACS. This was based upon a planning model taken from the Ontario Government's Management Standards Guidelines. To support the approach a information system was developed which made available information held in diverse data areas. A three-by-three grid illustrates the modules by data area.

Function Financial Resources Human Resources Operational Results

Priorities Planning Financial HR Operational

Calendarize Finances HR usage Results measures

Monitoring FIS download HR download Results Entry

Function	Financial Resources	Human Resources	Operational Results
Priorities Planning	Financial	HR	Operational
Calendarize	Finances	HR usage	Results measures
Monitoring	FIS download	HR download	Results Entry

After winning an RFP, Dataline Inc. was retained to develop the computer system at a cost of one-half million dollars. As Project leader, I met with Dataline staff weeekly to go over the project plan and monitor progress. A 200 page manual was produced to support the approach and computer system. Chapters included:

Introduction - the philosophy and approach
Working with IPACS - general interface principles such as working with screens, help features, etc
Operating and Accounting Information - how to access libraries and become a user
Executive Information System - high level information on variances
Organizational Structure - developing the structure and relationship between planning units (eg. functions) and administrative (ie. cost centres)
Priorities Planning - the Zero-Base Budgeting subsystem in which the annual budgeting process is described in 500 separate submissions which outline funding requests at distinct levels of service
HR Management - module to enter HR data . [At one time a task force consisting of up to eight ministries explored the potential to utilize these entry screens to upload IPPEBS]. In the end, expectations for the CHRIS HR system de-railed this development - Note: the the CHRIS development was ultimately ended. It is only ten years later that the approach advocated with IPACS is, again, being reconsidered through Peoplesoft and the single HR system initiative in the Ontario Government.
Cash Flow Forecaster - routines to develop forecasts based on known parameters (eg. pay schedules, previous year spending)
Management By Results - system for entering in performance measures
Subsystem Upload - monthly upload from Ministry FIS system and IPPEBS (note: we received tapes monthly
Reports - create standardized and ad hoc reports

The system and approach was used successfully for three years. I coordinated the submissions and summarized the data for presentation to the Deputy Minister and senior management committee. I developed reporting systems to monitor changes approached budgets via MB-20's, etc. and developed reports to produce Management and Treasury Board forms from the data. With a change in Deputy Ministers, the system was abandoned as being too complicated.

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Junior Farmer Loan

While in the Systems branch of the Ministry of Agriculture and Food I developed the Ontario Junior Farmer Loan Program. This system was written in Advanced Revelation for a micro computer environment. I leveraged my knowledge in Revelation to assist in the development of other programs in the Ministry of Agriculture and Food.

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Presentations

Integrated Justice Information Technology Division (IJITD)

I have developed and presented presentations outlining the services of Business Solution Consultants, workstation needs for OMPPAC (Ontario Municipal and provincial Police Cooperative) requirements under the Integrated Justice Project. These presentations have been developed in Powerpoint 97 using an In Focus Lite Projector connected to my laptop.

PSB Online

I have been developing and delivering presentations for many years. However, as Broader Public Sector Coordinator, their use in marketing government Standing Agreements and Offers as well as explaining the Province's electronic tendering initiatives have become central specifications in my job. In its' performance, I have now conducted over 50 presentations throughout Ontario. Amongst these, was a series of seven sessions done with the Ministry of Economic Development, Trade and Tourism and members of the Broader Public Sector (BPS) explaining the details of the Ontario-Quebec Trade Agreement. My responsibility was to explain the role of a new electronic tendering provider as the enabler of this agreement.

To properly contextualize the current environment in which these initiatives take place, I have developed several diverse presentations into a unified and interactive multimedia presentation on electronic commerce. The presentation leads into a Topic screen:

Each module of this presentation is available by clicking on the associated button. This allows great flexibility in delivering presentations to diverse audiences with different time allowances.

The presentations contain a variety of muli-media elements including:

cartoons
moving actors
captured screens to demonstrate visits to specific web sites
movie clips downloaded from movie sites or captured from tape or television using a capture card
CD audio background and recorded voice sequences

Currently I am publishing many of these presentations for access by the public.

Previous Experience

During the Spring of 1995, while with the Reengineering Team of the Ministry of Education and Training, I developed presentations for staff and senior management on reengineering principles and applications. These were done in Wordperfect Presentation.

While Treasurer of the Ontario Heritage Foundation (1991 and 1995), I used Wordperfect Presentation and exported slides to 35 mm slides for presentations (given the higher resolution of that format at the time) to the Board of Directors.

At the Ministry of Agriculture and Food, I commissioned a graphics consultant to develop a 35 mm slide presentation (complete with professional voice-over) to introduce IPACS (Integrated Planning and Control System) to senior managers in the ministry.

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Computing Skills

While always a user, a hands-on approach, coupled with a predisposition towards computing and computer languages, has meant that I always became very familiar with the applications which I have championed.

Mainframe

I had several years experience using the IBM mainframe at the Ministry of Transportation and Communications, Downsview. In my capacity of Policy Research Analyst, I used the installations' SPSS program extensively. With the development of OCIS. I became highly proficient in System 2000, a hierarchical database (with was used for IPPEBS amongst other applications in Ontario). To link the modules of the OCIS system together, I became familiar with IBM's command LIST. I continued to develop and work with this system for several years between 1974 and 1978.

IPACS was developed on a Digital mainframe housed as Dataline Systems Inc. The IPACS system was developed in System 1022, a relational database language. Front-end screens were written in SCOPE, a screen processing language. The interface between these two applications was developed in FORTRAN. I personally assisted in writing the code and, hence, became familiar with FORTRAN, System 1022 and SCOPE.

Personal Computers

I was one of the first to argue and receive a personal computer to assist me in developing budgetary results without incurring the usage charges associated with the IPACS system - I secured an IBM PC with external 10Mb Winchester hard drive, printer and plotter at a cost of $25,000. From this time forward I have always been continually able to demonstrate that I can productively utilize the most current technology. Currently, given the amount of traveling associated with my job I used a Compaq laptop. I also RAS into the Justice network from a home PC which I keep upgrading. It currently has an AMD 350 Mhz - 3D now CPU with 128 Mb memory, 17" monitor, 34 Gb HD, CD writer and high speed CD, Iomega tape backup, scanner, printer, ATI video capture card which is connected to both cable tv and a VCR. This allows me to capture video sequences which I use in my multimedia presentations. Both have internet connections.It is networked to a Presario laptop running Windows 2000 (Gold edition). I am connected to work through Remote Access System (RAS).

I have repaired computers as a hobby since PCs came only with diskette drives (earning some extra income). I continue to maintain two computers at home which are networked together through Windows and provide setup and maintenance service for many acquaintances.Finances

I am familiar with the following software:

Windows 2000, XP operating system, including setup, networking
video production software including Pinnacle, Nero, etc
web editors including CoffeeCup, FrontPageMS Office Suite
project management software including MS Project
internet browsers
image editing software including PhotoShop
scanner and OCR software

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Financial Management

Financial Reporting

As senior financial analyst and, ultimately Acting Manager of Program Planning in the Revenue and Operations Research Branch, I coordinated the Zero-Base Budgeting Process for the Tax Revenue Program of the Ministry of Revenue for several years. This included ranking over 500 distinct submissions for funding. In this endeavors I acted as the financial expert for the ADM of the Tax Revenue Program in one-on-one budget discussions with Directors and Executive Directors of the Program.

in the same capacity the Unit which I was responsible for provided the secretariat support for the Executive Management Committee of the Tax Revenue Program. In this capacity I was responsible for providing reports on the ongoing financial reporting of program units against plan, for coordinating contingency actions, for enacting allocation decisions by the Committee and for recording minutes of meetings.

as Manager of Policy Development and Financial Services In the Heritage Branch, I was responsible for coordinating the annual budgeting process for the branch and for in-year financial reporting and adjustment. This position also acted as Treasurer of the Ontario Heritage Foundation. One of the most challenging aspects was balancing the combined budgets of the two units. As part of an Ontario ministry unspent finances of the branch remained in the Consolidated Revenue Fund. Foundation monies, however, remained with the agency. This led to creativity in slotting year-end expenditures.

following the administrative separation of the Ontario Heritage Foundation from the Heritage Branch, I assumed the position of Manager of Finances and Systems. One of my first tasks was to oversee the transfer of the Architectural Grants Program from the Foundation to the Ministry. I was able to save the Foundation over $200,000 in annual appropriations as a result.

as Treasurer of the Foundation, I coordinated meetings of the Finance Committee of the Foundation, a committee of Board of Directors charged with the financial oversight of the organization. As Treasurer I also reported to the Executive Committee of the Board of Directors and attended full meetings of the Board of Directors (composed of from 20 to 30 citizens selected by the Lieutentant Governor of Ontario). As a result I have had the opportunity to work for and with some of the most prestigious people in business including Past Presidents of the Canadian Bankers Association, Presidents of Major Corporations and many academic and heritage-field notaries.

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Project Management

Certifications

Masters Certification in Project Management Consisting of:

Ontario Communication Information System (OCIS)

Championed and led project to develop a set of information bases to provide statistical information on levels of communications service in Ontario. The project lasted for two years from 1975 to 1977 and a cost of about half and million. I was the Project Business Lead coordinating the project with a technical lead from the Information technology Division. The project followed the SPECTRUM project methodology employed by the ministry during this period.

negotiated with federal Department of Communications and statistics Canada for company financial records and census data

coordinated complex geographic mapping of cable and television boundary contours

Integrated Planning and Control System (IPACS)

Championed and led project to implemented a comprehensive resource planning and control system in the Ministry of Agriculture and Food from 1983 to 1985. Acted as Project Lead for the ministry coordinating a set of systems officers developing database, screen layout and data import/extract routines for ministry financial and human resource legacy systems

Coordinated human resource committee with up to eight ministries participating to investigate and develop technical specifications for human resource module within the system

supervised consulting assistance to develop slide show of system

prepared and presented technical and senior executive presentations on system features

controlled project using GAANT and PERT charts with Timeline project management software

Business Process Reengineering

participated as member of self-directed team to investigate and select projects to be reengineered within the Ministry of education

Project Lead to develop an approach for selection of a technology architecture for the ministry

received singificant training in project management and reengineering concepts and approaches

Year 2000 desktop Clean Management Project

Project Lead for eight months to ensure continued Y2k readiness of over 15,000 desktops in the Justice ministries of the Ontario Government

used MS Project to baseline, monitor and control project

led team of eight consultants to deliver various aspects of project