Government of Ontario's Top Consulting, Technology, and Staffing Vendors Report FY2011-12 (Excerpt)

Government of
Ontario’s Top
Consulting,
Technology, and
Staffing Vendors
Covering FY2011-12

Superior knowledge delivers wins.  When you know your clients’ key
issues, trends, and opportunities, and when you understand your
competitive environment, you better position your company to win
more business.
This Government of Ontario’s Top Consulting, Technology, and
Staffing Vendors (FY2011‐12) report is part of Summit’s market
research publication series, and is essential reading for anyone who
wants to better understand the Government of Ontario’s buying
patterns.  Your key questions are answered:
 What is the size of the Government of Ontario’s market for
consulting, technology, and staffing (CTS) goods and services?
 Who are the top CTS vendors for the Government of Ontario
(Cross‐Ministry)?
 Who are the top CTS vendors for each of the 34 Government of
Ontario Ministries researched?
 How the Government of Ontario’s buying patterns impact your
strategic planning activities?
Among the broadest and most in‐depth Canadian Public Sector
analyses available on the market, Summit is your window into
government.

© Summit Proposal Group Inc. (“Summit”) 2013.  All Rights Reserved.

Government of Ontario’s Top Consulting, Technology, and Staffing Vendors for FY 2011‐12

Table of Contents Excerpt Inclusions

1. Executive Summary ……………………………………………………………………………………………………………………………. 5
2. Win More Ontario Public Sector Business ………………………………………………………………………………………..… 11
2.1 Buying Patterns Matter …………………………………………………………………………………………………………………. 12
2.2 Who Should Read This Report? ........................................................................................................... 13
2.3 Research Approach and Methodology ……………………………………………………………………………………………. 14

3. Government of Ontario Spend Overview …………………………………………………………………………………………….. 17
4. Top 25 Consulting, Technology, and Staffing Vendors, Government of Ontario ………….………………………. 20
5. Top 25 Consulting, Technology, and Staffing Vendors, By Ministry ………………………..……………………………. 24
5.1 Aboriginal Affairs ………………………………………………………………………………………………………………………………… 25
5.2 Agriculture, Food and Rural Affairs …………………………………………………………………………………………………….. 26
5.3 Assembly, Office of the ………………………………………………………………………………………………………………………. 27
5.4 Attorney General………………………………………………………………………………………………………………………………… 28
5.5 Auditor General, Office of the ……………………………………………………………………………………………………………. 29
5.6 Cabinet Office ……………………………………………………………………………………………………………………………………. 30
5.7 Chief Electoral Officer, Office of the ………………………………………………………………………………………………….. 31
5.8 Children and Youth Services ………………………………………………………………………………………………………………. 32
5.9 Citizenship and Immigration ………………………………………………………………………………………………………………. 33
5.10 Community and Social Services ………………………………………………………………………………………………………….. 34
5.11 Community Safety and Correctional Services ……………………………………………………………………………………… 35
5.12 Consumer Services …………………………………………………………………………………………………………………………….. 36
5.13 Economic Development and Trade …………………………………………………………………………………………………….. 37
5.14 Education …………………………………………………………………………………………………………………………………………… 38
5.15 Energy ………………………………………………………………………………………………………………………………………………… 39
5.16 Environment ………………………………………………………………………………………………………………………………………. 40
5.17 Finance ………………………………………………………………………………………………………………………………………………. 41

5.18 Francophone Affairs, Office of the ……………………………………………………………………………………………………… 42
5.19 Government Services …………………………………………………………………………………………………………………………. 43
5.20 Health and Long‐Term Care ……………………………………………………………………………………………………………….. 44
5.21 Health Promotion and Sport ………………………………………………………………………………………………………………. 45
5.22 Infrastructure …………………………………………………………………………………………………………………………………….. 46
5.23 Labour ……………………………………………………………………………………………………………………………………………….. 47
5.24 Lieutenant Governor, Office of the ……………………………………………………………………………………………………. 48
5.25 Municipal Affairs and Housing …………………………………………………………………………………………………………… 49
5.26 Natural Resources …………………………………………………………………………………………………………………………….. 50
5.27 Northern Development, Mines and Forestry ……………………………………………………………………………………… 51

© Summit Proposal Group Inc. (“Summit”) 2013. All Rights Reserved. Page 2


5.28 Ombudsman Ontario …………………………………………………………………………………………………………………………… 52
5.29 Premier, Office of the ………………………………………………………………………………………………………………………….. 52
5.30 Research and Innovation ……………………………………………………………………………………………………………………… 53
5.31 Revenue ………………………………………………………………………………………………………………………………………………. 54
5.32 Tourism and Culture ……………………………………………………………………………………………………………………………. 55
5.33 Training, Colleges and Universities ……………………………………………………………………………………………………… 56
5.34 Transportation ……………………………………………………………………………………………………………………………………. 57

5.35    Strategic Recommendations …..…………..……………………………………………………………………………………………….. 58
6.          Conclusion and Next Steps ………………..……………………………………………………………………………………………….. 63
Appendix A – Vendors Featured in the Report ……………………………………………………………………..…………………………. 65
About Summit Proposal Group Inc. …………………………………………………………………………………………………………………. 67
About the Author ……………………………………………………………………………………………………………………………………………. 68
Terms of Use …………………………………………………………………………………………………………………………………………………… 69

TERMS OF USE
The download, receipt, review, or use of this report in any way whatsoever signifies that the reader of any part or
all of this report has read, understood and agrees to be bound by the Terms of Use as are set out in section Terms
of Use of this report.



1. Executive Summary
A Vibrant Market for Consulting, Technology, and Staffing Vendors
Within the Government of Ontario (Ontario), a vibrant market exists for consulting, technology, and staffing (CTS)
vendors.  Based on data reported for FY2011‐12, Ontario reported $5,948,016,742.00 in “Other Payments,” which
are cash payments made, such as payments made to vendors of goods and services (other than Salaries and
Wages, Employee Benefits, Travel, and Transfer Payments).
Adjusted for infrastructure‐related accounts that are typically included in “Other Payments” (e.g. Ontario
Infrastructure and Lands Corporation, see section “2.3 Research Approach and Methodology” for more
information), Ontario reported an estimated $4,933,920,977.00 in payments made to vendors of goods and
services (also referred to as “Other Payments, Non‐Infrastructure” herein).  The following diagram provides a
breakdown of these vendor payments, by Ministry:
Figure 1:  Government of Ontario's FY2011‐12 "Other Payments” Spend, by Ministry – Estimated Payments to Suppliers of Goods and Services

Government of Ontario's FY2011‐12 "Other Payments" Spend, By Ministry
Estimated Payments to Suppliers of Goods and Services

Transportation
$2,618,877,919.00
Government Services $593,882,455.00
Natural Resources $365,817,069.00
Community Safety and Correctional Services $345,092,591.00
Attorney General $171,335,284.00
Health and Long‐Term Care $149,820,775.00
Northern Development, Mines and Forestry $93,165,186.00
Community and Social Services $87,530,672.00
Environment $85,243,604.00
Education $77,768,209.00
Children and Youth Services $46,993,802.00
Finance $40,267,014.00
Economic Development and Trade $38,161,097.00
Chief Electoral Officer, Office of the $34,960,787.00
Revenue $34,343,588.00
Training, Colleges and Universities $30,003,337.00
Agriculture, Food and Rural Affairs $27,455,500.00
Assembly, Office of the $14,162,535.00
Labour $13,416,647.00
Tourism and Culture $12,564,814.00
Citizenship and Immigration $9,568,772.00
Municipal Affairs and Housing $9,121,481.00
Energy $7,832,002.00
Health Promotion and Sport $4,857,303.00
Infrastructure $4,641,219.00
Research and Innovation $4,053,554.00
Auditor General, Office of the $3,576,510.00
Ombudsman Ontario $2,364,752.00
Cabinet Office $2,122,358.00
Aboriginal Affairs $2,119,429.00
Consumer Services $1,573,310.00
Francophone Affairs, Office of the $825,254.00
Lieutenant Governor, Office of the $231,629.00
Premier, Office of the $170,519.00



Despite the recent economic downturn, there is a strong Ontario market for vendors of goods and services.

Is Your Company a Top Consulting, Technology, and Staffing Vendor?
This Government of Ontario’s Top Consulting, Technology, and Staffing Vendors (FY2011‐12) report presents the
Top 25 CTS Vendor rankings from two (2) perspectives:  (1) at the consolidated Government of Ontario (Cross‐
Ministry) level, combining the results of the 34 Ministries researched; and (2) at the individual Ministry level.  In
some cases, the top vendors are who you think; in many, they aren’t.
Based on data reported for FY2011‐12, the Government of Ontario’s (Cross‐Ministry) Top 25 CTS Vendors were as
follows:
Table 1:  Government of Ontario (Cross‐Ministry) Top 25 Consulting, Technology, and Staffing Vendors for FY2011‐12

Government of
Ontario Market National CTS
Rank Vendor Total Contracts Share* Core Business Vendor **
1 Compugen Ltd. $     71,741,570.00 1.45% Technology 
2 IBM Corporation $     67,584,501.00 1.37% Technology 
3 Curam Software Ltd. $     39,677,967.00 0.80% Technology ‐
4 Oracle Corporation $     33,333,644.00 0.68% Technology 
5 Compucom Canada Co. $     32,236,941.00 0.65% Technology ‐
6 Teramach Technologies Inc. $     23,709,349.00 0.48% Technology ‐
7 Procom Consultants Group Ltd. $     21,373,016.00 0.43% Technology 
8 Deloitte Touche Tohmatsu Limited $     20,116,533.00 0.41% Consulting 
9 Giesecke & Devrient Systems Canada Inc. $     15,579,988.00 0.32% Technology ‐
10 Accenture Plc $     12,973,545.00 0.26% Consulting 
11 Reamined Systems Inc. $     11,582,500.00 0.23% Technology ‐
12 Hitachi Ltd. $        9,966,515.00 0.20% Technology 
13 Microsoft Corporation $        9,932,388.00 0.20% Technology 
14 Telus Health Solutions $        9,744,821.00 0.20% Technology ‐
15 Scalar Decisions Inc. $        9,183,646.00 0.19% Technology 
16 Modis Inc. $        8,930,579.00 0.18% Technology ‐
17 CA Technologies Inc. $        7,619,601.00 0.15% Technology 
18 KTI Kanatek Technologies Inc. $        7,603,971.00 0.15% Technology ‐
19 Pitney Bowes Ltd. $        6,952,316.00 0.14% Technology 
20 Xerox Corporation $        6,861,741.00 0.14% Technology 
21 GSI Group Inc. $        6,525,785.00 0.13% Staffing ‐
22 Bevertec CST Inc. $        6,502,326.00 0.13% Staffing ‐
23 CDW Canada Inc. $        6,414,948.00 0.13% Technology ‐
24 Fast Canadian Enterprises Ltd. $        6,023,776.00 0.12% Technology ‐
25 Medassets Inc. $        5,514,084.00 0.11% Technology ‐
Total $  457,686,051.00 9.28% ‐‐ ‐‐
Existing vendors have established relationships, organizational knowledge and experience, and demonstrated
procurement and contracting success within a Ministry – all advantageous to winning more business.  Accurate
and current knowledge of top vendors is essential for competitive analysis and strategy development.  Multi‐year
patterns are even more important: the longer a vendor remains a top vendor, the likelier the vendor has reached
“trusted advisor” status and the more difficult it becomes to unseat this incumbent.
As a group, Ontario’s Cross‐Ministry Top 25 CTS Vendors accounted for $457,686,051.00 or 9.28% of Ontario’s
“Other Payments” (Non‐Infrastructure) market share.  In comparison, the Government of Canada’s FY2011‐12
Cross‐Departmental Top 25 CTS Vendors (39 Departments and Agencies) accounted for $7,002,838,306.82 or
27.01% of the Government’s market share.  Thus, Ontario’s Cross‐Ministry Top 25 CTS Vendors’ 9.28% market
share is relatively low.  In Ontario, “dark horses” are collectively winning significant market share.
Notably, each of the 34 Ministries researched had a unique set of Top 25 CTS Vendors (see section “5. Top 25
Consulting, Technology, and Staffing Vendors, by Ministry”).  Thus, while the Government of Ontario (Cross‐
Ministry) Top 25 CTS Vendors list (see section “4. Top 25 Consulting, Technology, and Staffing Vendors,



Government of Ontario”) provides a sound basis for industry level competitive analysis, if universally applied to
Ministries and Requests for Proposals (RFP), that specific list would result in an incomplete picture of a vendor’s
true competitive environment.
The composition of a Ministry’s Top 25 CTS Vendors also provides insights that can be valuable for strategic
planning, such as the distribution of core business (e.g. consulting, technology, or staffing) and vendor type (e.g.
National CTS Vendor or Other CTS Vendor) (see section “2.3 Research Approach and Methodology” for more
information).  Similar to the Top 25 CTS Vendor lists, each of the 34 Ministries researched had unique core
business and vendor type distributions:
Figure 2: Top 25 CTS Vendors, By Ministry – Core Business Analysis

Top 25 CTS Vendors, By Ministry
Core Business Analysis
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Aboriginal Affairs
Agriculture, Food and Rural Affairs
Assembly, Office of the
Attorney General
Auditor General, Office of the
Cabinet Office
Chief Electoral Officer, Office of the
Children and Youth Services
Citizenship and Immigration
Community and Social Services
Community Safety and Correctional Services
Consumer Services
Economic Development and Trade
Education
Energy
Environment
Finance
Government Services
Health and Long‐Term Care
Health Promotion and Sport
Labour
Municipal Affairs and Housing
Natural Resources
Northern Development, Mines and Forestry
Research and Innovation
Revenue
Tourism and Culture
Training, Colleges and Universities
Transportation

Consulting Technology Staffing

Note:  Five (5) Ministries did not report payments to consulting, technology, or staffing vendors, including Office of Francophone Affairs,
Infrastructure, Office of the Lieutenant Governor, Ombudsman Ontario, and Office of the Premier.



Figure 3: Top 25 CTS Vendors, By Ministry –Vendor Type Analysis

Vendor Type Analysis
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Aboriginal Affairs
Attorney General
Cabinet Office
Consumer Services
Education
Energy
Environment
Finance
Government Services
Labour
Natural Resources
Revenue
Tourism and Culture
Transportation

National CTS Vendors Other CTS Vendors


The bottom line is this:  if a vendor based all of its strategic planning and competitive analysis on the same list of
vendors universally across the Government of Ontario, its target Ministries, and its RFP opportunities, the vendor
is building – and making key business decisions on – an incomplete picture of its true competitive environment.
So, if you’re already an existing vendor, how do you continue to grow your Ontario Public Sector business?  And, if
you’re looking to become a new vendor, how do you efficiently and effectively break into the Ontario CTS market?



Win More Ontario Public Sector Business
At Summit, we believe that growing your company’s Ontario Public Sector business requires an informed go‐to‐
market strategy, one that is based on knowledge of your clients, your available opportunities, your competitors,
and your company.  Accurate and timely market research helps you:
 Better understand your clients’ key issues.  When you know what keeps your clients up at night, you can craft
value propositions that directly link your goods and services to resolving your clients’ current‐state issues
and/or future‐state objectives.  It’s not what you have to sell; it’s what your clients need.
 Better understand your clients’ key trends and funded opportunities.  When you can craft a target account
list and an accurate RFP pipeline that is well aligned with your capabilities and capacities, you can better plan
and organize your business development, capture management, and proposal management activities.  It’s
about finding – and following – the money.
 Better understand your competitive environment.  When you can develop a more accurate win probability,
you can make better business decisions (e.g. bid / no‐bid).  When you can craft clear value propositions, you
become more customer‐focused and competitive.  It’s about knowing who your competitors are, especially
the “dark horses” in the race, and devising accurate account and RFP strategies in response.
Very simply, when you proactively identify your clients’ issues, priorities, upcoming initiatives, and spending
patterns, you better position your company to win more business.

Know Your Client.  Know Your Opportunities.  Know Your Competitors.  Know Your Firm.
While a strong business development team can bring significant breadth and depth of market insights, decisions
related to industry, account, and RFP strategic planning should be supported by actual client data. Focused on the
consulting, technology, and staffing sectors, Summit has developed a series of Canadian Public Sector market
research publications, specifically to address information needs at all levels of market research.  Why is this report
unique?  This Government of Ontario’s Top Consulting, Technology, and Staffing Vendors (FY2011‐12) report is
not an extrapolation based on other markets’ data, but is based on actual Government of Ontario payment data.

Buying Patterns Matter
One of the best sources of competitive information is client purchasing history.  Buying patterns matter.  Buying
patterns are important because they are a solid predictor of future purchasing behaviour, and they are an
excellent indicator of a client’s actual need (not just what is written into plans and priorities documents), of brand
sensitivity, and of efficacy of vendor value propositions.  In this report, the following buying patterns were
researched and analyzed:
1. What is the size of the Government of Ontario’s market for consulting, technology, and staffing (CTS) goods
and services?
2. Who are the Top 25 CTS vendors for the Government of Ontario (Cross‐Ministry)?
3. Who are the Top 25 CTS vendors for each of the 34 Government of Ontario Ministries researched?
To present our findings, this report has been organized as follows:
 Section 3 – Government of Ontario Spend Overview.  This section outlines research findings on Ontario’s
“Other Payments” (i.e. cash payments other than Salaries and Wages, Employee Benefits, Travel and Transfer
Payments), including estimated payments made to vendors of goods and services.
 Section 4 – Top 25 Consulting, Technology, and Staffing Vendors, Government of Ontario.  This section
outlines spending research findings at the Government of Ontario (Cross‐Ministry) level (i.e. summarizing
findings from all 34 Ministries researched).



 Section 5 – Top Consulting, Technology, and Staffing Vendors, by Ministry.  This section outlines spending
research findings at the individual Ministry level.  Specifically, this section includes the Top 25 CTS Vendor
profiles for each of the 34 Ministries researched.
 Section 6 – Conclusions and Next Steps.
Government of Ontario is an account that offers consulting, technology, and staffing vendors consistent and
recession‐resistant growth opportunities.  Supported by an informed go‐to‐market strategy that is based on
accurate and timely knowledge – including client  spend analysis and competitive information contained in this
report – you can position your company to win more business.



2. Win More Ontario Public Sector Business
Superior knowledge delivers wins.  At Summit, we believe that growing your company’s Ontario Public Sector
business requires an informed go‐to‐market strategy, one that is based on knowledge of your clients, your
available opportunities, your competitors, and your company.  Accurate and timely market research helps you:
 Better understand your clients’ key issues.  When you know what keeps your clients up at night, you can craft
value propositions that directly link your goods and services to resolving your clients’ current‐state issues
and/or future‐state objectives.  It’s not what you have to sell; it’s what your clients need.
 Better understand your clients’ key trends and funded opportunities.  When you can craft a target account
list and an accurate Request for Proposal (RFP) pipeline that is well aligned with your capabilities and
capacities, you can better plan and organize your business development, capture management, and proposal
management activities.  It’s about finding – and following – the money.
 Better understand your competitive environment.  When you can develop a more accurate win probability,
you can make better business decisions (e.g. bid / no‐bid).  When you can craft clear value propositions, you
become more customer‐focused and competitive.  It’s about knowing who your competitors are, especially
the “dark horses” in the race, and devising accurate account and RFP strategies in response.
Very simply, when you proactively identify your clients’ issues, priorities, upcoming initiatives, and spending
patterns, you better position your company to win more business.
While a strong business development team can bring significant breadth and depth of market insights, decisions
related to industry, account, and RFP strategic planning should be supported by actual client data. Focused on the
consulting, technology, and staffing sectors, Summit has developed a series of Canadian Public Sector market
research publications, specifically to address information needs at all levels of market research:
Figure 4: Summit’s Publications Meets Your Key Market Research Needs

Know Your Client
Market Research –
 Summit’s Canadian Public Sector: Key Issues,
External Analysis Trends, Opportunities Report Series
 Know Your Opportunities

The Focus of
this Report… Summit’s Canadian Public Sector: Top
Know Your Competitors
 Consulting, Technology, and Staffing Report

Market Research – Summit’s Custom Market Research and
Internal Analysis  Know Your Firm
Strategy Services

This Government of Ontario’s Top Consulting, Technology, and Staffing Vendors (FY2011‐12) report specifically
aims to help businesses “Know Their Competitors.”
Why is this report unique?  This report is not an extrapolation based on other markets’ data, but is based on actual
Government of Ontario payment data, specifically buying pattern data.



2.1 Buying Patterns Matter
Competitive analysis is a key component of any effective market research program. The most effective competitive
analysis programs are structured and proactive – they follow industry best practices, and occur as part of a
company’s annual strategic planning cycle.  Effective programs are also based on knowledge sourced both from a
company’s internal organization (e.g. Executives, Leaders, Marketing Professionals, Business Developers, Sales
Professionals, and Consultants) and external data – they are based on known and previously “unknown”
information.
One of the best sources of competitive information is client purchasing history.  Buying patterns matter.  Buying
patterns are important because they are a solid predictor of future purchasing behaviour, and they are an
excellent indicator of a client’s actual need (not just what is written into plans and priorities documents), of brand
sensitivity, and of efficacy of vendor value propositions.
In this report, the following buying patterns were researched and analyzed:
1. What is the size of the Government of Ontario’s market for consulting, technology, and staffing (CTS) goods
and services?
2. Who are the Top 25 CTS vendors for the Government of Ontario (Cross‐Ministry)?
3. Who are the Top 25 CTS vendors for each of the 34 Government of Ontario Ministries researched?
4. What type of vendor does each Government of Ontario Ministry prefer?
To present our findings, this report has been organized as follows:
 Section 3 – Government of Ontario Spend Overview.  This section outlines research findings on Ontario’s
“Other Payments” (i.e. cash payments other than Salaries and Wages, Employee Benefits, Travel and Transfer
Payments), including estimated payments made to vendors of goods and services.
 Section 4 – Top 25 Consulting, Technology, and Staffing Vendors, Government of Ontario.  This section
outlines spending research findings at the Government of Ontario (Cross‐Ministry) level (i.e. summarizing
findings from all 34 Ministries researched).
 Section 5 – Top Consulting, Technology, and Staffing Vendors, by Ministry.  This section outlines spending
research findings at the individual Ministry level.  Specifically, this section includes the Top 25 CTS Vendor
profiles for each of the 34 Ministries researched.
 Section 6 – Conclusions and Next Steps.

Government of Ontario is an account that offers consulting, technology, and staffing vendors consistent and
recession‐resistant growth opportunities.  Supported by an informed go‐to‐market strategy that is based on highly
accurate and timely knowledge – including client  spend analysis and competitive information contained in this
report – you can position your company to win more business.



2.2 Who Should Read This Report?
This Government of Ontario’s Top Consulting, Technology, and Staffing Vendors (FY2011‐12) report is essential
reading for anyone who wants better understand Ontario’s spend patterns, and to win more business:
 Company Executives and Leaders responsible for developing and implementing strategic industry and account
plans, and RFP win strategies for their company’s Canadian Public Sector business.
 Business Development and Sales Professionals responsible for developing and implementing strategic
account plans and RFP win strategies.
 Marketing Professionals responsible for developing and implementing company, industry, or account
marketing strategies and plans.
 Capture Managers and Proposal Managers responsible for developing and implementing RFP win strategies.
 Consultants responsible for delivering projects to Ontario Public Sector clients.
This report also provides insights to non‐profit organizations and citizens interested in Ontario’s contract spending
on consulting, technology, and staffing products and services.
We Welcome Your Feedback.  Comments and feedback regarding this report can be forwarded to
publications@summitproposalgroup.com.  Please cite the report name in the subject line, and provide your
contact information to facilitate follow up.



2.3 Research Approach and Methodology
Selecting the Government of Ontario Ministries
For FY2011‐12, data was researched and analyzed for 34 Ministries, including:
Figure 5: Government of Ontario – 34 Ministries Researched

Location in Location in
Ministry Report Ministry Report
Aboriginal Affairs* Section 5.1 Francophone Affairs, Office of the* Section 5.18
Agriculture, Food and Rural Affairs* Section 5.2 Government Services Section 5.19
Assembly, Office of the* Section 5.3 Health and Long‐Term Care Section 5.20
Attorney General Section 5.4 Health Promotion and Sport* Section 5.21
Auditor General, Office of the* Section 5.5 Infrastructure* Section 5.22
Cabinet Office* Section 5.6 Labour* Section 5.23
Chief Electoral Officer, Office of the* Section 5.7 Lieutenant Governor, Office of the* Section 5.24
Children and Youth Services* Section 5.8 Municipal Affairs and Housing* Section 5.25
Citizenship and Immigration* Section 5.9 Natural Resources Section 5.26
Community and Social Services Section 5.10 Northern Development, Mines and Forestry* Section 5.27
Community Safety and Correctional Services Section 5.11 Ombudsman Ontario* Section 5.28
Consumer Services* Section 5.12 Premier, Office of the* Section 5.29
Economic Development and Trade* Section 5.13 Research and Innovation* Section 5.30
Education Section 5.14 Revenue Section 5.31
Energy* Section 5.15 Tourism and Culture* Section 5.32
Environment Section 5.16 Training, Colleges and Universities Section 5.33
Finance Section 5.17 Transportation Section 5.34
* Ministry that reported less than 25 consulting, technology, and staffing vendors.

Identifying Consulting, Technology, and Staffing Vendors
There were two (2) ways by which a vendor was classified as in‐scope for the Top 25 Consulting, Technology, and
Staffing Vendor rankings:
1. Identifying National Consulting, Technology, and Staffing Vendors
National Consulting, Technology, and Staffing (National CTS) Vendors were selected based on a number of factors,
including: being global and/or national companies with established Public Sector Practices; and top industry
ranking by third‐party entities such as Branham Group Inc.’s1 “Top 25 ICT Multinational Companies Operating in
Canada,” “Top 25 Canadian ICT Professional Services Companies,” and “Top 10 Canadian ICT Staffing Companies.”
The primary purpose of identifying and isolating National CTS Vendors was to demonstrate that when conducting
competitive analysis, the common approach of limiting research to the “usual,” or “known” vendors results in only
a partial picture of the actual competitive environment.
The following vendors were classified as National CTS Vendors:


1
Branham Group Inc. (http://www.branhamgroup.com) without endorsement from Branham Group Inc. of Summit for our use of their work."



Figure 6: National Consulting, Technology, and Staffing (National CTS) Vendors List

1. ADGA Group Consultants Inc. 31. Ernst & Young LLP 60. OnX Enterprise Solutions Ltd.
2. ADP Inc. 32. Fujitsu Limited   61. Oracle Corporation
3. Accenture plc 33. General Dynamics Corporation 62. PA Consulting Services Limited
4. Adastra Corporation 34. Raymond Chabot Grant 63. PMC‐Sierra Inc.
5. Alcatel‐Lucent SA Thornton LLP 64. Pitney Bowes Ltd.
6. Amdocs Limited 35. Hartco Inc. 65. PrecisionERP Inc.
7. Annex Consulting Group Inc. 36. Herjavec Group Inc., The 66. PricewaterhouseCoopers LLP
8. Aon plc 37. Hewlett‐Packard Company 67. Procom Consultants Group Ltd.
9. AT Kearney Ltd. 38. Hitachi Ltd. 68. R3D Conseil Inc.
10. BAE Systems Inc. 39. Honeywell International Inc. 69. Randstad Interim Inc.
11. Bain & Company Inc. 40. IBM Corporation 70. Raytheon Canada Limited
12. BearingPoint LP 41. ICF International Inc. 71. SAP AG
13. Booz Allen Hamilton Inc. 42. KPMG LLP 72. SI Systems Ltd.
14. Boston Consulting Group, The 43. Lockheed Martin Corporation 73. SOROC Technology Inc.
15. CA Technologies Inc. 44. Logica plc 74. SRA International Inc.
16. CACI International Inc. 45. Macdonald, Dettwiler and 75. Scalar Decisions Inc.
17. CGI Group Inc. Associates Ltd. 76. Science Applications
18. Calian Technologies Ltd. 46. ManTec International International Corporation (SAIC)
19. Christie Digital Systems Inc. Corporation 77. Softchoice Corporation
20. Ciber Inc. 47. Maplesoft Group Inc. 78. SunGard Data Systems Inc.
21. Cisco Systems Inc. 48. Maximus Inc. 79. Symantec Corporation
22. Compugen Ltd. 49. McKinsey & Company Inc. 80. Systematix Inc.
23. Computer Sciences Corp. (CSC) 50. Mercer LLC 81. TEKsystems Inc.
24. Critical Control Solutions Corporation 51. Microsoft Corporation 82. TES – The Employment Solutions
25. Cyberplex Inc. 52. Monitor Group 83. Teranet Inc.
26. Deloitte Touche Tohmatsu Limited 53. NTT Data Corporation 84. Towers Watson & Co.
27. Eagle Professional Resources Inc. 54. National Computer Professionals 85. Unisys Corporation
28. EDS, an HP Company 55. Navigant Consulting Inc. 86. Veritaaq Technology House Inc.
29. Environmental Systems Research 56. Nokia Corporation 87. Wipro Limited
Institute Inc. (Esri)   57. Northrup Grumman Corporation 88. Xerox Corporation
30. Ericsson 58. Nurun Inc.
59. Oliver Wyman Group
In this report, all references made to “National Consulting, Technology, and Staffing Vendors” or “National CTS
Vendors” refers to one, several, or all of the vendors identified above.
2. Identifying Other Consulting, Technology, and Staffing Vendors
For the remaining vendors, the following guidelines were used to classify a vendor’s core business:
Consulting These vendors deliver a broad spectrum of services, including but not limited to Strategy and
Operations, Human Capital, and Technology.  Vendors whose core offerings included COTS or
custom software (thus also product‐focused) were excluded from this services‐focused group.
Vendors whose core offerings are highly specialized, domain‐specific services (e.g. agricultural
sector growth) were also excluded.
Technology These vendors deliver a broad spectrum of goods and services related to Information
Management / Information Technology.  This group included systems integrators, value‐added
resellers, and COTS or custom software publishers.  Vendors whose core offerings are focused on
hardware and mass‐market software resellers (e.g. office productivity software) were excluded.
Staffing   These vendors deliver staffing and placement services related to consulting and/or technology,
either on a “body‐shop” or project basis.
All other companies classified in‐scope as a consulting, technology, or staffing vendor were classified as “Other
Consulting, Technology, and Staffing Vendors” or “Other CTS Vendors.”
Thus, if an Ontario vendor was classified as a consulting, technology, or staffing vendor, it was either a National
CTS Vendor or Other CTS Vendor.



Ranking the Vendors
Finally, all vendors identified as in‐scope were ranked based on “Other Payments” received to identify the Top 25
CTS Vendors for each of the 34 Ministries researched.  The composition of each Ministry’s Top 25 CTS Vendors List
was further analyzed to calculate distribution of core business (i.e. consulting, technology, or staffing) and vendor
type (i.e. National CTS Vendor or Other CTS Vendor).
Notes:
 “Other Payments” are cash payments made by the Ministry other than Salaries and Wages, Employee
Benefits, Travel, and Transfer Payments.  However, as “Other Payments” includes payments to both non‐
infrastructure accounts (e.g. payments made to vendors of goods and services) and infrastructure accounts
(e.g. payments made to Ontario Infrastructure and Lands Corporation), the latter infrastructure accounts were
separated.
 Not all of the 34 Ministries researched made payments to 25 vendors of goods and services.  For those
Ministries, Top Consulting, Technology, and Staffing Vendors lists include fewer than 25 companies.
 Five (5) Ministries did not report payments to consulting, technology, or staffing vendors, including Office of
Francophone Affairs, Infrastructure, Office of the Lieutenant Governor, Ombudsman Ontario, and Office of the
Premier.  For those Ministries, Top Consulting, Technology, and Staffing Vendors lists could not be compiled.
 Vendors are listed by company entity as reported by the Government of Ontario, regardless of operational
changes such as mergers and acquisitions, because vendor brand (specifically, brand recognition) is considered
a key buyer selection criterion.  Thus, although one or more vendors may belong to the same “parent”
company, these vendors will be listed individually.
As the consulting, technology, and staffing sectors are constantly undergoing changes through new entrants,
mergers and acquisitions, it is recommended that a company’s industry, account, and RFP strategic planning
activities include regular environmental scans for relevant changes.



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5. Top 25 Consulting, Technology, and Staffing
Vendors, by Ministry
This section presents the Top 25 Consulting, Technology, and Staffing (CTS) Vendors for each of the 34 Ministries
researched.  Each profile contains:
 A table identifying the Top 25 CTS Vendors for the Ministry (ranked by total payments reported for FY2011‐
12), along with a per‐vendor breakdown of Total Payments ($), Ministry Market Share (%), Core Business (i.e.
consulting, technology, or staffing), and Vendor Type (i.e. National CTS Vendor or Other CTS Vendor).
 A pie chart displaying the breakdown of core business among the Ministry’s Top 25 CTS Vendors, as
applicable.
 A pie chart displaying the breakdown of vendor type among the Ministry’s Top 25 CTS Vendors, as applicable.
The following table provides a cross‐reference for each Ministry to its location in the report:
Table 2: Government of Ontario’s 34 Ministries Researched

Location in Location in
Ministry Report Ministry Report
Aboriginal Affairs* Section 5.1 Francophone Affairs, Office of the* Section 5.18
Agriculture, Food and Rural Affairs* Section 5.2 Government Services Section 5.19
Assembly, Office of the* Section 5.3 Health and Long‐Term Care Section 5.20
Attorney General Section 5.4 Health Promotion and Sport* Section 5.21
Auditor General, Office of the* Section 5.5 Infrastructure* Section 5.22
Cabinet Office* Section 5.6 Labour* Section 5.23
Chief Electoral Officer, Office of the* Section 5.7 Lieutenant Governor, Office of the* Section 5.24
Children and Youth Services* Section 5.8 Municipal Affairs and Housing* Section 5.25
Citizenship and Immigration* Section 5.9 Natural Resources Section 5.26
Community and Social Services Section 5.10 Northern Development, Mines and Forestry* Section 5.27
Community Safety and Correctional Services Section 5.11 Ombudsman Ontario* Section 5.28
Consumer Services* Section 5.12 Premier, Office of the* Section 5.29
Economic Development and Trade* Section 5.13 Research and Innovation* Section 5.30
Education Section 5.14 Revenue Section 5.31
Energy* Section 5.15 Tourism and Culture* Section 5.32
Environment Section 5.16 Training, Colleges and Universities Section 5.33
Finance Section 5.17 Transportation Section 5.34
* Ministry that reported less than 25 Consulting, Technology, and Staffing vendors.





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5.16 Environment
Based on data reported for FY2011‐12, Environment’s Top 25 Consulting, Technology, and Staffing (CTS) Vendors were as follows:
Ministry National
Market Core CTS Environment
Rank Vendor Total Payments Share* Business Vendor** Top CTS Vendors ‐ Core Business Analysis
1 Sylogix Consulting Inc. $        1,595,102.00 1.87% Technology ‐
2 HR Associates $        1,563,729.00 1.83% Staffing ‐ Consulting
3 Asset Computer Personnel $
854,883.00 1.00% Staffing ‐ $1,531,262.00
4 Deloitte Touche Tohmatsu Limited $
642,066.00 0.75% Consulting  14%
5 Solvtech Inc. $
599,567.00 0.70% Staffing ‐
6 Procom Consultants Group Ltd. $
526,912.00 0.62% Technology  Staffing
7 Ant & Bee Corporation $
473,959.00 0.56% Staffing ‐ $4,514,871.00
8 Xerox Corporation $
440,343.00 0.52% Technology  43%
9 Locus Systems Inc. $
389,511.00 0.46% Technology ‐
10 Eagle Professional Resources Inc. $
326,853.00 0.38% Staffing 
11 Open Text Corporation $
285,573.00 0.34% Technology ‐
12 Shore Consulting Group Inc. $
256,028.00 0.30% Consulting ‐

Technology
13 TEKsystems Inc. $
246,948.00 0.29% Staffing
14 BAN Partners Inc. $
240,447.00 0.28% Staffing ‐ $4,508,584.00
15 KPMG LLP $
236,803.00 0.28% Consulting  43%
16 Environmental Systems Research Institute Inc. (Esri) $
221,272.00 0.26% Technology 
17 Ernst & Young LLP $
211,408.00 0.25% Consulting  Consulting Technology Staffing
18 Proex Inc. $
208,485.00 0.24% Staffing ‐
19 Imex Systems Inc. $
189,568.00 0.22% Technology ‐
20 Privasoft Corporation $
186,332.00 0.22% Technology ‐
21 Bay Consulting Services Inc. $
184,957.00 0.22% Consulting ‐
Environment
22 Dyna Lync 2000 Inc. $
174,585.00 0.20% Technology ‐ Top CTS Vendors ‐ Vendor Type Analysis
23 Clytan Inc. $
171,082.00 0.20% Technology ‐
24 Procase Consulting Inc. $
170,573.00 0.20% Technology ‐
25 Compugen Ltd. $
157,731.00 0.19% Technology  National CTS
Total $     10,554,717.00 12.38% ‐‐ ‐‐ Vendors
* Market Share of Ministry’s “Other Payments,” Non‐Infrastructure. $3,010,336.00

** Please see section “2.3 Research Approach and Methodology” for more information. 29%

The composition of the Ministry’s Top 25 CTS Vendors also provides insights that can be

valuable for strategic planning, such as the distribution of core business (see top right),
and vendor type (see below right).  Please see section “5.35 Strategic Other CTS
Vendors
Recommendations” for more information. $7,544,381.00
71%




5.17 Finance
Based on data reported for FY2011‐12, Finance’s Top 25 Consulting, Technology, and Staffing (CTS) Vendors were as follows:
Ministry National
Market Core CTS Finance
Rank Vendor Total Payments Share* Business Vendor** Top CTS Vendors ‐ Core Business Analysis
1 Reamined Systems Inc. $     11,582,500.00 28.76% Technology ‐
Staffing Consulting
2 Deloitte Touche Tohmatsu Limited $        1,893,178.00 4.70% Consulting 
$1,353,175.00 $4,081,550.00
3 PricewaterhouseCoopers LLP $        1,059,629.00 2.63% Consulting 

7% 20%
4 Xerox Corporation $
688,879.00 1.71% Technology
5 Compugen Ltd. $
623,150.00 1.55% Technology 
6 Pitney Bowes Ltd. $
367,711.00 0.91% Technology 
7 KPMG LLP $
355,452.00 0.88% Consulting 
8 Modis Inc. $
355,094.00 0.88% Staffing ‐
9 SI Systems Ltd. $
347,375.00 0.86% Technology 
10 Oliver Wyman Group $
307,556.00 0.76% Consulting 
11 HR Associates $
249,997.00 0.62% Staffing ‐
12 Mercer LLC $
238,162.00 0.59% Consulting  Technology
13 TLW Enterprise Inc. $
188,909.00 0.47% Staffing ‐ $14,577,565.00
14 Hutchinson Smiley Ltd. $
185,022.00 0.46% Technology ‐ 73%
15 Manageflow Consulting Inc. $
176,280.00 0.44% Technology ‐
16 BAN Partners Inc. $
174,782.00 0.43% Staffing ‐ Consulting Technology Staffing
17 CDW Canada Inc. $
156,440.00 0.39% Technology ‐
18 Procom Consultants Group Ltd. $
153,800.00 0.38% Technology 
19 01 Millenium Consulting Inc. $
152,444.00 0.38% Staffing ‐
20 ASA Systems Technology Inc. $
149,254.00 0.37% Technology ‐ Finance
21 Blue Oaks Solutions Inc. $
147,154.00 0.37% Technology ‐
Top CTS Vendors ‐ Vendor Type Analysis
22 Weiler & Company $
141,093.00 0.35% Consulting ‐
23 Lintex Computer Group Inc. $
132,656.00 0.33% Staffing ‐
24 Altis Human Resources Inc. $
99,293.00 0.25% Staffing ‐
25 Don Edward Drummond $
86,480.00 0.21% Consulting ‐
National CTS
Total $     20,012,290.00 49.70% ‐‐ ‐‐ Vendors
$6,034,892.00
* Market Share of Ministry’s “Other Payments,” Non‐Infrastructure.
30%
** Please see section “2.3 Research Approach and Methodology” for more information.

The composition of the Ministry’s Top 25 CTS Vendors also provides insights that can be
Other CTS
valuable for strategic planning, such as the distribution of core business (see top right), Vendors
and vendor type (see below right).  Please see section “5.35 Strategic $13,977,398.00
Recommendations” for more information. 70%




5.35 Strategic Recommendations

Recommendation   For each target Ministry, vendors should include in its account and RFP strategic planning
activities a competitive analysis of the target Ministry’s Top 25 CTS Vendors, and adjust
its strategy accordingly.

Existing vendors have established relationships, organizational knowledge and experience, and demonstrated
procurement and contracting success within a Ministry – all advantageous to winning more business.  Accurate
and current knowledge of a Ministry’s top vendors is essential for competitive analysis and strategy development.
Multi‐year patterns are even more important: the longer a vendor remains a Ministry top vendor, the likelier the
vendor has reached “trusted advisor” status and the more difficult it becomes to unseat this incumbent.
In some instances, current top vendors can have multi‐year strategic impacts.  For example, if a Ministry makes a
large payment to a vendor of specific software (e.g. in FY2011‐12, Children and Youth Services made over
$20,231,329.00 in payments to Curam Software Ltd.), this typically represents a strategic and multi‐year
commitment by the Ministry.  As such, vendors should consider as part of its strategy offering complementary
goods and services, or at least avoid offering conflicting goods and services.
This section of the report identified the top vendors for each of the 34 Ministries researched, based on total
payments received in FY2011‐12.  Notably, each Ministry researched had a unique set of Top 25 CTS Vendors.
Thus, while the Government of Ontario (Cross‐Ministry) Top 25 CTS Vendors list (see section “4. Top 25 Consulting,
Technology, and Staffing Vendors, Government of Ontario”) provides a sound basis for industry‐level competitive
analysis, if universally applied to Ministries and RFPs, that specific list would result in an incomplete picture of a
vendor’s true competitive environment.
Thus, it is recommended that for each target Ministry, vendors should include in its account (Ministry) and RFP
strategic planning activities a competitive analysis of the target Ministry’s Top 25 CTS Vendors, and adjust its
strategy accordingly.  These top vendors can be potential competitors, partners, or even acquisition targets.
Specifically, at the account planning level, vendors should conduct a gap analysis between competitor capabilities
and capacities and the target Ministry’s key issues, priorities, and upcoming initiatives to help identify strengths,
weaknesses, opportunities and threats.  And, at the RFP planning level, vendors should conduct a similar analysis
between competitor capabilities and capacities and the RFP’s key client and project issues and objectives to help
identify strengths, weaknesses, opportunities and threats.  Combined, these activities enable a vendor to build
account and RFP strategies based on a more accurate picture of its competitive environment, and better position a
vendor to maximize wins while managing the cost of business development (e.g. via more informed “bid” and “no‐
bid” decisions, respectively).

Recommendation   For each target Ministry, vendors should analyze the Ministry’s Top 25 CTS Vendors in
terms of core business distribution (i.e. consulting, technology, or staffing), and adjust its
strategy accordingly.

Publications such as the Results‐Based Plan are an important source of information about a Ministry’s key issues,
priorities, and upcoming initiatives.  But because the environment is constantly changing, plans and priorities
established during the planning cycle do not always translate to actual spend.  Accurate and current knowledge of
a Ministry’s actual spend patterns is essential for competitive analysis and strategy development because actual
payments are an excellent indicator of a Ministry’s demonstrated need.  The core principle here is customer focus:
it’s not what you have to sell; it’s what your customers need.
This section of the report also outlined the composition of each Ministry’s Top 25 CTS Vendors in terms of core
business (i.e. consulting, technology, or staffing).  Again, the results of all 34 Ministries researched varied:



Figure 7: Top 25 CTS Vendors, By Ministry – Core Business Analysis

Core Business Analysis
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Aboriginal Affairs
Attorney General
Cabinet Office
Consumer Services
Education
Energy
Environment
Finance
Government Services
Labour
Natural Resources
Revenue
Tourism and Culture
Transportation

Consulting Technology Staffing


Thus, it is recommended that for each target Ministry, vendors should analyze the Ministry’s Top 25 CTS Vendors
in terms of core business distribution (e.g. consulting, technology, or staffing), and adjust its strategy accordingly.
For example, if a Ministry has a demonstrated higher need for consulting goods and services (e.g. in FY2011‐12,
consulting accounted for 86% of Northern Development, Mines and Forestry’s Top 25 CTS Vendors total
payments), a vendor should consider focusing its account and RFP strategic planning activities on a Ministry’s
consulting‐related needs.  This is recommended particularly if a multi‐year pattern shows this need consistently.
Unless there is a specific, qualified technology or staffing need, a vendor should be cautious about leading client
engagement activities (e.g. sales calls) from those perspectives.



Specifically, at the account planning level, a vendor should conduct a gap analysis between its capabilities and
capacities and the target Ministry’s demonstrated vendor “core business” need to help identify strengths,
weaknesses, opportunities and threats.  And, at the RFP planning level, particularly those involving multiple “core
business” requirements, a vendor should consider ways to highlight its capacity and capability tailored to a
Ministry’s demonstrated vendor “core business” need (e.g. via proposal win themes and content).  Combined,
these activities enable a vendor to build account and RFP strategies based on a more accurate picture of its target
Ministry’s demonstrated need and better position a vendor to maximize wins through improved customer focus.

Recommendation   For each target Ministry, vendors should analyze the Ministry’s Top 25 CTS Vendors in
terms of vendor type distribution (i.e. either National CTS or Other CTS), and adjust its
strategy accordingly.

As proposed above, accurate and current knowledge of a Ministry’s actual spend patterns is essential for
competitive analysis and strategy development because actual payments are an excellent indicator of a Ministry’s
demonstrated need.  Buyers select suppliers that offer them the best value proposition to meet their needs.  Thus,
in addition to looking at the distribution of core business among a Ministry’s Top 25 CTS Vendors, the distribution
of vendor type (i.e. either National CTS Vendor or Other CTS Vendor), is also important information because it is an
excellent indicator of brand sensitivity and effective value propositions.
From a brand perspective, where National CTS Vendors are typically the most established and well‐known vendors
– often viewed by Public Sector clients as “safe” selections – Other CTS Vendors are typically smaller‐to‐medium
sized and niche companies.  A higher proportion of National CTS Vendors may indicate that the Ministry is more
conservative in vendor selection (higher vendor brand sensitivity) and/or less price sensitive.  Conversely, a higher
proportion of Other CTS Vendors may indicate that the Ministry is less conservative in vendor selection (lower
vendor brand sensitivity) and/or more price sensitive.
From a vendor value proposition perspective, National CTS Vendors typically highlight established brand, proven
approaches and methodologies, established project delivery and administrative infrastructure, industry‐leading
delivery capabilities and capacities, and full‐time resources.  Other CTS Vendors typically highlight higher client‐to‐
vendor executive contact, project approach and methodology flexibility, and relative price‐consciousness.
This section of the report also outlined the composition of each Ministry’s Top 25 CTS Vendors lists in terms of
vendor type (i.e. National CTS Vendor or Other CTS Vendor).  Again, the results of all 34 Ministries researched
varied:


Government of Ontario's Top Consulting, Technology, and Staffing Vendors Report FY2011-12 (Excerpt)

Government of Ontario's Top Consulting, Technology, and Staffing Vendors Report FY2011-12 (Excerpt)

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