Enterprise Architecture Report
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This document is a final report submitted by a group for an enterprise architecture course. It analyzes the current enterprise model of TransformTO, an organization aimed at engaging Toronto residents to reduce greenhouse gas emissions. The report finds that while TransformTO has clear strategic goals, its current governance structure and information systems do not adequately support these goals. It recommends developing a mobile application, cloud-based management system, and governance framework to better align TransformTO's enterprise architecture with its mission of transforming Toronto into a more sustainable city.
![6.0 GOVERNANCE
Below is our Governance analysis within TransformTO. First we explain what the architecture
governance body is, the architecture principles it must uphold and then we apply the COBIT
model to study TransformTO’s asis IT Governance maturity level.
6.1 Architecture Governance
In order to achieve TransformTO’s goal of bridging the gap between the asis and target
enterprise model, an architecture governance methodology must be implemented. The
manifestation of an effective governance strategy will assist in the establishment of guidelines
pertaining to resource management, strategic planning, and streamlining business processes.
The Governance strategy will cover the enterprise endtoend and will ensure the integrity of a
few key aspects. Governance must aspire to achieve quality strategic guidance, ensure
effective monitoring and control, and uphold ethical accountability for its actions.
An architecture governance board will help distribute decision rights and responsibilities across
the different areas of the organization such as the board, managers, and stakeholders by
defining procedures and rules for decision making. Doing so will help ensure that the means
through which to achieve the business objectives are in place for every decision maker in the
organization.
To help implement this governance body within the enterprise architecture framework, we have
created a few enterprise principles for its adherence.
[PR1] Accountability
Statement
All decision making members are accountable for their choices.
Short description
Making executive decisions can be seen as a challenging feat especially when those decisions
affect an entire organization. If individuals are held accountable for their choices, then we will
help ensure that a well thought out and educated decision has been made. Sometimes decision
makers will face stress from above to make a timely choice but this principle is in effect to
safeguard from rash decision making. If all members understand the importance of personable
accountability, decisions will be well justified and positively impactful.
Rationale
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![When push comes to shove and individuals are under immense pressure to make critical
decision in a time sensitive environment, this principal will ensure that best practices are being
followed. We want all decisions to be made using guidelines already established and not out of
fear or necessity of just making a decision on a whim. Decisions made within the enterprise will
have ramifications throughout the organization which could potentially jeopardize the
organization's strategic objectives and so we must hold individual accountable for their actions.
If members understand their responsibilities and the ramifications, then they will make decisions
in the best interest of the organization and not in the best interest of themselves.
Implications
▪ Decisions must be made in a manner that is justifiable and backed up by up to date
statistics. Biased and selfinterest decisions will be escalated and dealt with in the
appropriate manner.
▪ Decision makers can/should ask for more time or information if they feel it is needed to
make a better informed choice.
▪ Information must be collected and communicated in real time.
▪ If a wrong decision has been made the individual must provide proof of his justifications
in making said decision.
[PR2] Visibility
Statement
All actions taken must be transparent in nature and easily viewable.
Short description
All strategic decisions made within the organization should be transparent. Individuals must
ensure that all documentation associated with decisions as well as all outcomes of the decision
are easily accessible by senior management. This will assist the organization in auditing and
monitoring and controlling purposes to help understand the processes involved in achieving an
outcome and assist in making future decisions as well as documenting lessons learned.
Rationale
When information is hidden or guarded from the organization it prevents senior management
from having access to data in order to make informed decisions. If an action was taken with the
best interest of the organization in mind and through the use of appropriate communication
channels then all stakeholders impacted by the decision will be adequately informed.
Withholding information and attending closed door meetings is a sign of alarm because
decisions are being made without the knowledge or consent of the proper authorities.
Information might be manipulated for ulterior motives. Having all cards on the table create
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![traceability for the organization. This will help ensure that every decisions is made to meet a
business need.
Implications
▪ No decision will be made without the knowledge and consent of appropriate
stakeholders. All records must be kept and shared with the appropriate authorized
members.
▪ All decisions and actions must be traceable to the respective business need in order to
ensure alignment with organizational objectives. All staff must follow guidelines on how
to access, document and share information.
▪ Transparency will ensure that all decisions being made follow well defined processes
and procedures and adhere to the governance methodology established by the
organization.
[PR3] Value Creation
Statement
All actions taken and decisions made must provide a benefit for the organization.
Short description
When decisions are made it has a rippling effect on the enterprise as a whole, no decision is a
small decision. This means that priority must be given to decisions that are deemed to offer the
most value in return. Value does not necessarily have to be limited to financial matter, it can
also entail value creation, value addition and a value proposition. Our organization is a
nonprofit organization geared towards the betterment of the Toronto community at large.
Offering value to our city is value to our project.
Rationale
Our goals go beyond just our internal business; they have an effect on the entire city of Toronto.
This means decisions must be made to have the most impactful value at large. Decisions must
not be made in a selfish manner or to garner more funding for a specific project within the
organization. It must ensure that projects are approved on the scalability of their value. If poor
decisions are made regarding which project is pursued, it affects more than just us. We have a
moral obligation to the city of Toronto to maximize the potential of our objectives on the
wellbeing of the city.
Implications
▪ We have both short and long term goals; to achieve them we must make decisions that
are geared towards long term growth.
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Enterprise Architecture Report
- 2. Table of Contents 1.0 EXECUTIVE SUMMARY 2.0 PURPOSE OF REPORT 3.0 BACKGROUND 3.1 TransformTO Project Timeline 4.0 HIGHLIGHTS OF THE ENTERPRISE 5.0 ENTERPRISE ARCHITECTURE ANALYSIS 5.1 Asis Enterprise Model 5.2 Scope Statement 5.3 Strategic Objectives 5.4 Key Deliverables and Relation to Strategic Objectives 5.4.1 Mobile Based Application 5.4.2 Cloudbased Management Information System 5.4.3 Strategic Partnerships 5.5 ShortTerm Goals 5.6 Long Term Goals 6.0 GOVERNANCE 6.1 Architecture Governance 6.2 IT Governance: COBIT Framework 7.0 RECOMMENDATIONS 7.1 Sales Force (PaaS) 7.2 Mobile Application 7.3 Key Performance Indicators 8.0 CONCLUSION 1
- 4. The purpose of this report is to implement a new Enterprise Architecture strategy that will assist TransformTO in transitioning from its asis enterprise model to a futurestate model in which its Enterprise architecture is in alignment with its mission and the organization is in a position to achieve its goals. 3.0 BACKGROUND The City of Toronto has taken a key role in monitoring environmental energy usage and has supported the development of new projects to help the city improve its sustainability for the future. Out of the many projects and visions created by city council, TransformTO is one of its highest priorities as it targets the pressing issue of the increasing levels of Greenhouse Gas emissions (GHG). The staff involved with this project will be comanaged and developed by the Environment and Energy Division and receive funding through the Toronto Atmospheric Fund. The Purpose of TransformTO is to engage the residents of Toronto in order to raise awareness of the negative impacts of GHG and to get the city to participate in coming up with solutions. By educating as many people within the city of Toronto on the necessity of creating a more sustainable and greener city they hope to help reduce GHG and plan for a more sustainable future. The goal that it has created to evaluate such a change is to reduce greenhouse gas emissions by 20% by the year 2020 and 80% by the year 2050. 3.1 TransformTO Project Timeline Shown below is the current timeline for this project. This timeline is based on the strategy of the asis enterprise model as highlighted on their website. The Timeline gives a breakdown of the shortterm strategy leading up to November 2016. Project Phases Activities January to April 2015 • Development of project concept and proposal • Review of project proposal by the Parks & Environment Committee May to December 2015 • Literature reviews of best practices, greenhouse gas modelling and forecasting techniques and visualization techniques • Funding proposals • Collect data internally and externally for use in scenario modelling • Develop and run scenarios January to June • Community wide engagement & discussion about possible scenarios 3
- 5. 2016 of change • Detailed financial, economic, social, health and environmental analysis of shortlisted options and strategies July to September 2016 • Development of first draft of the short term action plan (20172020) and path that can followed to a low carbon city October to November 2016 • Community wide discussion about proposals • Consideration by the Parks and Environment Committee 4.0 HIGHLIGHTS OF THE ENTERPRISE The following is our highlevel overview of the enterprise. It covers the vision statement, mission statement, the twopart strategic plan of the organization, and a short list of preliminary desired changes. Vision: TransformTO will reveal how it's possible to create a more prosperous, healthy and equitable Toronto while living and working in sustainable ways. Mission: TransformTO is engaging Toronto residents and businesses in imagining the transformative changes we will need to implement to reduce our greenhouse gas emissions 80% by 2050 while improving public health and enhancing our plans for sustainable energy. Strategic Plan TransformTO has outlined its strategic plan in two phases a short term and long term initiative: 1. A shortterm strategy (20172020) outlining the actions that will allow Toronto to meet its 30% greenhouse gas emissions target by 2020 through policy and programming. 2. A longterm (20202050) approach that will identify how we can reduce emissions 80% by 2050 while generating a healthier, more prosperous and equitable city. Achieving these goals will require major changes in the way that we live, travel, work and consume goods and services. Changes in transportation, energy consumption and infrastructure development will affect everything from the structure of our local economy, to the types of jobs we hold, to our education and training programs. A short list of desired changes includes: ● Electric Vehicles ○ adapting to a more energy efficient transportation system while still keeping traffic flows and expectations in compliance with population and city needs 4
- 6. ● Laneway Homes ○ Built to be more energy efficient (netzero solar power) using smaller lots. Introduced in Vancouver first and later reintroduced in Toronto ● Rooftop Gardens/More Greenery ○ Many future benefits include: energy efficiency, jobs, reduction of radiation/noise, improved air quality, “Urban Heat Island effect”, Storm water Management, etc. ● Solar Energy/Renewable Resources ○ Replacement of nonrenewable energy with solar energy in parks, public areas, libraries and so on ● Further Methods/Research ○ Additional research is still being conducted on a global level on how emission targets of an 80% reduction will be met as well as ensuring the success of incorporating low emission strategies (learning from lessons and information provided by global cities) 5.0 ENTERPRISE ARCHITECTURE ANALYSIS The objective of this analysis is to evaluate the current enterprise model, assess their goals, and identify and mitigate any gaps preventing the organization from successfully transitioning to their target enterprise model. Below we will begin by addressing TransformTO’s current asis enterprise model, how governance should play a role, how information systems architecture is lacking and the gap’s that exist amongst all of this. 5.1 Asis Enterprise Model TransformTO has done an excellent job of clearly defining their mission and goals for transforming Toronto into a more sustainable and greener city. The problem arises when you move from the “what” to the “how”. TransformTO has feasible and ambitious goals but does not have the strategy, resources, or governance in place to make their vision a reality. Their current operations based on their timeline does not support their longterm strategic goals. This disconnect is a result of the misalignment in their enterprise architecture. Governance Even children with colouring books need lines and boundaries on the page to establish where and wherenot to colour. Governance takes on the role of establishing these boundaries whereas the “colouring” represents the organization's ability to actually deliver on the services they plan to provide. TransformTO’s current operations can be represented as a child colouring ‘outside the lines’. The organization is lacking a formal governance structure which is severely 5
- 7. jeopardizing their chance of achieving their strategic goals. The current governance practises are premature and misaligned with TransformTO’s vision and as a result the organization's IT needs are not supporting their business needs. TransformTO’s current priorities include: ● Encouraging residents to host local events to educate attendees on best practises to reduce GHG. ● Collecting feedback from residents and businesses and transforming the information into a provocative format to more effectively engage participants. ● Facilitating changes in infrastructure, energy consumption and transportation to help reduce GHG. Information Systems and Technology Architecture TransformTO’s current business processes are significantly misaligned with their strategic goals. Their current information systems and technology architecture lacks the capabilities to assist the organization in realizing their goals of reducing GHG 80% by 2050. The main cause of this is not necessarily that their technology architecture isn’t right, but more so that their current technology architecture isn't right for the grandeur of their current strategic vision. Their current information systems are dedicated to simply encouraging participants to host local events and contribute feedback to make Toronto a more sustainable city. However, they don’t have the strategy or information systems in place to actually facilitate the changes in transportation, infrastructure and energy consumption to make this happen. These changes in transportation, infrastructure and energy consumption are considered longterm goals which will have the largest contributing factor in reducing GHG by 80% by the year 2050. The GAPS Based on TransformTO’s priorities we have identified significant gaps which have resulted from the absence of alignment between the Governance, IT infrastructure, and strategy. Some key questions that were raised as a result of our analysis include 1. Is simply educating participants enough to facilitate the necessary changes to reduce GHG? 2. What incentive do they have to participate? 3. What Information systems and supporting technology will be necessary to effectively collect, store, and organize this data? 4. In what way can this data be transformed into information that can be used as input to facilitate the necessary changes to reduce GHG? 6
- 8. Business needs should always drive IT needs. However, based on the gaps that exist between their current business strategy and their long term strategic goals, it is evident that TransformTO is in desperate need of an Enterprise Architecture solution. The following section, below, will consist of a thorough enterprise architecture analysis decomposed into five areas of focus: Scope statement, strategic objectives, Key Deliverables and their relation to the strategic objectives, and finally short and long term goals of the enterprise. 5.2 Scope Statement Our first area of analysis is the scope statement which will define what our project will encompass what we will deliver and the boundaries of the project. To implement an Enterprise Architecture solution in order to help TransformTO reduce Greenhouse gases 80% by the year 2050. The Scope of this project will be decomposed into 3 objectives: 1. Develop and implement an IT strategy to assist the program in collecting, storing, processing and distributing information to and from stakeholders. 2. Developing, maintaining, and leveraging strategic partnerships with institutions, corporations, businesses and residents to facilitate the transportation, infrastructure, and energy changes necessary to assist TransformTO in reaching its strategic objectives. 3. Developing a communication platform to educate and engage residents, increase interest, involvement and investments, and expand TransformTO’s reach across the GTA. 5.3 Strategic Objectives Our second area of analysis is the strategic objectives. These are the long term goals by which TransformTO will convert its mission statement to more defined objectives to ensure the success of its strategy. Based on our detailed evaluation of the asis business model, technology infrastructure, shortterm, and longterm goals, we’ve established the following metrics to assist TransformTO reach its strategic objectives. Participation: Increase the interest, investments and total quantity of businesses, research institutions, and residents providing input to the program Performance: To access, analyze, process, store, and transform this information to best reflect the stakeholder’s information needs 7
- 9. Outreach: To effectively build relationships and efficiently distribute information back to participants with the purpose of educating them and facilitating the economic, environmental and structural changes necessary to reach strategic goals. Incentive: To develop a marketing platform to advertise the level of involvement from sponsors and residents and increasing engagement and interaction with all participants in creative ways. 5.4 Key Deliverables and Relation to Strategic Objectives Our third area of analysis is key deliverables and their relationships to the strategic objectives. We will recommend three solutions for TransformTO a mobile based application, a cloud based management information system, and strategic partnerships. 5.4.1 Mobile Based Application Leveraging the mobility and outreach capacity of cell phones will be an important strategic initiative to help TransformTO reach its strategic goals. ● Participation: The mobility of cell phones makes it convenient and effortless for interested clients to provide input. ● Performance: Mobile application will be based on a “push” communication method in which any data captured by the application is uploaded to cloud based software directly connected to the enterprise Information Systems. ● Outreach: The outreach capacity of cell phones makes distributing information to clients simple and efficient. ● Incentive: Provides a platform to advertise the level of commitment from corporate sponsors. 5.4.2 Cloudbased Management Information System TransformTO is currently looking at the lessons learned of other similar initiatives to determine their Enterprise technology needs. This means they don’t have any actual plans for how they will collect, store, process and distribute information within the organization and amongst external stakeholders. We recommend a Cloud Based Solution on which we will elaborate more in our recommendation section. ● Participation: All inputs from residents, businesses, and research institutions will be stored and organized according to the interest, impact, and influence of stakeholders. ● Performance: Using a “pull” communication method, analysts will be able to access, analyze, and process this data and use it as input towards their alternatives analysis. ● Outreach: The ease of accessibility provided by the cloud based information system will make the distribution of information to stakeholders more efficient. 8
- 10. ● Incentive: All financial investments from corporate sponsors will be captured automatically through batch jobs. These batch jobs will be executed during optimal business hours and generated into an automated report which will provide TransformTO with the necessary inputs to update their corporate CSR advertising platform. 5.4.3 Strategic Partnerships This will be a key initiative in helping TransformTO reach its goal to reduce greenhouse emissions 80% by 2050. Instead of just distributing information back to stakeholder with the intent of educating them to make better decisions, this will facilitate tangible change such as: ● Changes in existing transportation services to reduce GHG ● Changes in urban design practises ● Changes in the energy consumption ● Participation: Being affiliated with renowned organizations will contribute to brand awareness and increase financial investments. ● Performance: Various software (or components of software) can be outsourced and procured from external organizations. ● Outreach: Forming these strategic relationships will allow TransformTO to pool resources with business partners allowing them to increase their marketing capacity and thus outreach to clients. ● Incentive: After information is processed and transformed it can be used as input by specialized organizations such as urban planning firms, Toronto Transit Commission, and energy centres to incorporate this into their projects to ensure real economic, infrastructure, and structural changes. 5.5 ShortTerm Goals Our fourth area of analysis is short term goals. This is what TransformTO hopes to achieve by the year 2020. A shortterm strategy (20172020) outlining the actions that will allow Toronto to meet its 30% reduction in greenhouse gas emissions by the year 2020 through policy and programming. Goal Description Engagement Engage residents and businesses in imagining the transformative changes, while at the same time improving public health and enhancing our sustainable energy 9
- 11. Cooperation TransformTO will be cocreated with ideas, advice and input from residents, businesses, community organizations, and research institutions, and analysis will help us identify what is technically feasible as we look to create the best path to a low carbon future. Opportunities People will be at the centre of the transformation and there will be multiple opportunities for interested residents and businesses to participate in the TransformTO conversations. Assessment TransformTO will also assess the impact of these strategies on air quality and health and identify how the cost of energy will affect businesses, homeowners and vulnerable populations into the future. Communication We have already been communicating with other cities to understand their lessons learned when it comes to the complex modelling that will be necessary in this project. Acknowledgemen t Acknowledge the individual as the primary system upon which all other system changes rely on. Revision Rethink current lifestyle and priorities like education, work hours, volunteer time, diet, art and culture 10
- 12. 5.6 Long Term Goals Our fifth and final area of study in this section is the long term goals. This is what TransformTO hopes to achieve by the year 2050. A longterm (20202050) approach that will identify how we can reduce emissions 80% by the year 2050 while generating a healthier and more prosperous city. Goals Description Reduce gas emissions The City of Toronto, like many other cities in the world, has set a goal to reduce greenhouse gas emissions 80% by the year 2050 to help reduce the most negative impacts of climate change. Tax Breaks Provide tax breaks for development of shared economy. Encouragement Encourage shared transportation Buildings Set mandatory building retrofits CloudComputing Leverage the exploding Cloudbased knowledge sector to spread information. Education Expanding access to education through online tools. Energy Use the knowledge sector to influence energy technology adoption Engagement Engage Faith communities – leverage moral focus Social Media Media, Advertising and Knowledge Transfer – increase local media influence Equality Address wealth distribution and employment LowCarbon Mobility and Transportation The transportation sector accounts for over 40% of Toronto's overall greenhouse gas emissions. Burning vehicular fuel results in the mission of a number of pollutants, including carbon dioxide (CO2) and Nitrogen Oxides (NOx), which can be harmful to our health and the environment. 11
- 14. When push comes to shove and individuals are under immense pressure to make critical decision in a time sensitive environment, this principal will ensure that best practices are being followed. We want all decisions to be made using guidelines already established and not out of fear or necessity of just making a decision on a whim. Decisions made within the enterprise will have ramifications throughout the organization which could potentially jeopardize the organization's strategic objectives and so we must hold individual accountable for their actions. If members understand their responsibilities and the ramifications, then they will make decisions in the best interest of the organization and not in the best interest of themselves. Implications ▪ Decisions must be made in a manner that is justifiable and backed up by up to date statistics. Biased and selfinterest decisions will be escalated and dealt with in the appropriate manner. ▪ Decision makers can/should ask for more time or information if they feel it is needed to make a better informed choice. ▪ Information must be collected and communicated in real time. ▪ If a wrong decision has been made the individual must provide proof of his justifications in making said decision. [PR2] Visibility Statement All actions taken must be transparent in nature and easily viewable. Short description All strategic decisions made within the organization should be transparent. Individuals must ensure that all documentation associated with decisions as well as all outcomes of the decision are easily accessible by senior management. This will assist the organization in auditing and monitoring and controlling purposes to help understand the processes involved in achieving an outcome and assist in making future decisions as well as documenting lessons learned. Rationale When information is hidden or guarded from the organization it prevents senior management from having access to data in order to make informed decisions. If an action was taken with the best interest of the organization in mind and through the use of appropriate communication channels then all stakeholders impacted by the decision will be adequately informed. Withholding information and attending closed door meetings is a sign of alarm because decisions are being made without the knowledge or consent of the proper authorities. Information might be manipulated for ulterior motives. Having all cards on the table create 13
- 15. traceability for the organization. This will help ensure that every decisions is made to meet a business need. Implications ▪ No decision will be made without the knowledge and consent of appropriate stakeholders. All records must be kept and shared with the appropriate authorized members. ▪ All decisions and actions must be traceable to the respective business need in order to ensure alignment with organizational objectives. All staff must follow guidelines on how to access, document and share information. ▪ Transparency will ensure that all decisions being made follow well defined processes and procedures and adhere to the governance methodology established by the organization. [PR3] Value Creation Statement All actions taken and decisions made must provide a benefit for the organization. Short description When decisions are made it has a rippling effect on the enterprise as a whole, no decision is a small decision. This means that priority must be given to decisions that are deemed to offer the most value in return. Value does not necessarily have to be limited to financial matter, it can also entail value creation, value addition and a value proposition. Our organization is a nonprofit organization geared towards the betterment of the Toronto community at large. Offering value to our city is value to our project. Rationale Our goals go beyond just our internal business; they have an effect on the entire city of Toronto. This means decisions must be made to have the most impactful value at large. Decisions must not be made in a selfish manner or to garner more funding for a specific project within the organization. It must ensure that projects are approved on the scalability of their value. If poor decisions are made regarding which project is pursued, it affects more than just us. We have a moral obligation to the city of Toronto to maximize the potential of our objectives on the wellbeing of the city. Implications ▪ We have both short and long term goals; to achieve them we must make decisions that are geared towards long term growth. 14
- 16. ▪ We must make use of our most valuable resources, the community at large and take into account their feedback to make the best decision. ▪ Information is mission critical to the enterprise, we must prioritize its value. ▪ Priorities will shift as we reach our short and long term markers, the enterprise governance will approve such changes as they are deemed necessary. ▪ We must be proactive not reactive to stay ahead of schedule. By the time we react it might be too late to get back on track due to the large and slow moving nature of our project. With these enterprise principles in mind the architecture governance body must implement systems that are in compliance with both these internal and external standards. Managing control over the development and implementation of all architecture activities means ensuring the success of the architecture within the enterprise. 6.2 IT Governance: COBIT Framework To further assess the asis enterprise model we have utilized the COBIT framework to represent the current maturity model of TransformTO. Below we depict the asis enterprise maturity and the target enterprise maturity levels. The COBIT framework provides organizations with ‘good practices’ that help in implementing an IT governance structure throughout the enterprise. Based on our assessment of the asis business model we concluded that, currently, TransformTO is significantly lacking these best practices and IT governance as a whole. The organization has set its IT goals at a highlevel but their implementation of IT governance is premature. TransformTO is proactively assessing the lessons learned of other organizations with a similar business model and thus management is aware of issues. However, since there are no defined procedures currently in place we have assigned their current maturity level as Repeatable. 15
- 18. infrastructure necessary to collect, store and distribute the data to and from stakeholders and develop key partnerships with organizations to facilitate the structural changes necessary to reduce greenhouse gas emissions. In order to achieve these goals, we have proposed a 2 phase recommendation consisting of implementing a cloudbased service and developing a mobile application. Followed by KPI’s to measure their rate of success over time. 7.1 Sales Force (PaaS) Our goal with a cloud based solution was to provide a platform for TransformTO to handle the information storage needs for data collected from stakeholders, but also to provide the right technology architecture to assist the organization in day to day operations. We recommend SalesForce Platform as a Service Cloud solution. Based on the current size of TransformTO, along with their technology needs and organizational budget we decided that this solution was a feasible option. Traditionally organizations that adapt this cloud solution see on average: ▪ +27% increase in sales revenue ▪ +32% increase in lead conversion ▪ +34% increase in customer satisfaction ▪ +56% faster deployment. For the cost of just $150 per month (billed annually) and the high integration capability of this service TransformTO would be able to implement this solution in a matter of days with minimal disruption to existing operations. Additionally, the flexibility provided by cloud based solutions would allow the program to scale up or down as necessary so they would only be paying for exactly what they need. Choosing a PaaS option vs. a SaaS option is more feasible for TransformTO since they will be able to develop custom solutions that can integrate with their mobile application and give them the option of developing more applications in the future as the organization grows. 7.2 Mobile Application TransformTO’s information system model revolves heavily around ongoing communication between the program and Toronto residents. The core modeling stage of the program is contingent on the organization's ability to effectively engage residents in order to collect data. Following the data collection, they will model that data to produce the key strategies necessary to facilitate the transformative changes outlined in their mission statement. 17
- 19. Based on their asis business model the only platform being used to engage residents currently is their website. Their information system lacks the diverse platforms necessary to not only engage residents but also to increase their outreach across the GTA. That is why we recommend a mobile application to engage the residents. In this day and age, mobile technology is always on hand. The mobility of smartphones makes it even more convenient for residents to submit their opinions and concerns on how to create a cleaner and more sustainable Toronto. The use of this mobile application in conjunction with our Cloud platform will allow TransformTO to effortlessly collect and store this data. This data can then be used to model the strategies to facilitate these transformative changes and distribute them back to the residents and business partners. A few functional and nonfunctional requirements of the mobile application have been listed below. Mobile App Feature/Functionality ● Surveys, questionnaires, feedback ● Contact us ● TransformTO overview ● Notification settings ● Sync with social media ● FAQ ● How to get involved ● Sponsor advertisement ● Personal goal tracker ● Timeline of short and long term goals ● Calendar with event dates ● Sing up form Buy vs. Build Analysis After deciding on implementing a mobile application the next question was to decide whether this application would be developed inhouse or procured externally. A few key questions we took into consideration included: ● Can off the shelf software meet our needs? ● Will off the shelf allow us to modify functionality? ● Will off the shelf be compatible with our current or future systems? ● Do we have a limited budget? ● Do we lack technical proficiency? ● Do we lack time? 18
- 23. The second point would fall under our outreach goal. Out of all of the businesses involved we would like the participation from each to increase by 75% by the year 2020. This would be accomplished through our mobile based application and from facilitating ongoing communication through meetings, reports and emails with their corporate relations teams. Performance To access, analyze, process, store, and transform this information to best reflect the stakeholder’s information needs. Because TransformTO doesn’t currently have standardized processes their maturity level is relatively low. Therefore, we feel it is important to set a technology adoption goal of 100% by 2018 since they’re currently looking to invest in the information systems necessary to help them achieve their strategic goals. The goal of the company is to provide exposure of the data and information collected to residents and businesses meaning mass exposure is required. Through our research, the solutions we outlined above including the cloud computing software and mobile application will help achieve this goal. Outreach To effectively and efficiently distribute information back to participants with the purpose of educating them and facilitating the economic, environmental and structural changes necessary to reach strategic goals. TransformTO wants to make Toronto a more GHG free environment by: ● Completing Streets ● Increasing the number of Electric Vehicles ● Developing Laneway Homes ● Increasing Rooftop Gardens/More Greenery ● Increasing Solar Energy/Renewable Resources ● Investing in more research In order to accomplish this, they would need to first develop key partnerships with industry leaders in each of these areas. This is why we have set a goal of establishing 6 strategic partnerships with each of the industries responsible for making the changes noted above. Some partners we believe that can be crucial in aiding the success of these various industries have been outlined below: Completing Streets ● City of Toronto ● 311 toronto Electric Vehicles ● City of Toronto ● Ministry of Transportation ● MetroLinx 22
- 24. Energy Efficient Housing ● Ministry of Energy ● STATS Canada ● IESO More Greenery ● City of Toronto ● Waterfront Toronto Renewable Energy ● IESO ● HiRIS ● Green Energy Act Incentive To develop a marketing platform to advertise the level of involvement from sponsors and residents and increasing engagement and interaction with all participants in creative ways. Customer satisfaction will be measured through our mobile based application. It will provide an opportunity to evaluate our services and assist TransformTO in assessing their level of engagement with residents and businesses. Since TransformTO doesn’t have any standardized processes currently in place to measure customer satisfaction we don’t have a baseline for reference. However, our goal of increasing customer satisfaction 75% will be based on the 75% of total customers that have been measured by 2020. Additionally, TransformTO should add a page to the website dedicated to showing the active involvement of our sponsors. Since we will be aiming to establish strategic sponsorships with 6 businesses, we are aiming to obtain at least $3000 from each in sponsorship funding, hence the $18000 expected sponsorship revenue as noted in our KPI table above. 8.0 CONCLUSION To conclude, in order for TransformTO to achieve both its short and long term goals the organization must implement three solutions. 23
- 25. ● A mobile application to engage residents, organizations, and research institutes. ● A cloud based information system platform to help collect, transform and distribute information. ● Lastly, a governance body to ensure the organization stays on target during the course of its 34year long plan. With these recommendations our hope is to bridge the gap between TransformTO’s asis and target enterprise model. To realize a reduction in GHG by 80% will require a gradual change in the way we live, travel, work and consume goods. Therefore, meeting our objectives through participation, performance, outreach and incentives is key to ensure the populous is on board with the changes that will take place. We want a committed and engaged city, TransformTO must transform and deliver the right information to the right groups at the right time, and finally, the program should incentivize the participation of active contributors. People will be at the centre of this transformation so we must at all stages keep in mind the impact on daily living such as the cost of energy. Acknowledging the individual as the primary system on which all other system changes rely is what will help ensure all of TransformTO’s decisions are aligned with the needs of the people. 24
- 27. APPENDICES 26