Moving from Planning to Implementation: Update on SSC’s Priorities Presentation to the Information Technology Infrastructure Roundtable June 11, 2014 Liseanne Forand, President, Shared Services Canada and Chair, Information Technology Infrastructure Roundtable

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Purpose of the Presentation

To present the way forward as SSC moves from

planning to implementation To outline priorities for 2014–15, and plans for

meeting those priorities

Moving from Planning to Implementation

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• As SSC enters its third year of operation, the Department is increasingly focused on transformation and the shift from planning to implementation.

• SSC will need to balance competing demands of managing two IT infrastructure contexts: (i) the legacy environment and (ii) the transformed end state.

• Savings, security and service are the measures by which SSC will gauge success.

• SSC is establishing a Transformation Project Office to oversee, coordinate and monitor transformation of IT infrastructure services across the enterprise.

• SSC will continue to engage partner departments to confirm business requirements and align the Department’s schedules with departmental priorities.

• SSC will continue to engage the ICT sector to build and refine its approach to managing IT infrastructure services.

• Internally, SSC will reinforce the importance of managing and leading change and adopting a ‘One SSC’ approach to both. As work advances, the type of work at SSC will change. SSC is transforming internally in lockstep with the execution of its transformation plan.

2014–15 Priorities

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These four priorities will set the parameters for our integrated business planning model that will lead us to our strategic outcome.

Manage and operate newly transformed and

existing legacy IT infrastructure using an enterprise approach to implement efficiencies

and service standardization.

Renew the Government of

Canada’s IT infrastructure

services.

Engage with partners through

governance mechanisms and effective client-

relationship management.

Advance horizontal management and

execution through the effective and efficient delivery of a full range of business services aligned with SSC’s business model.

Modern, reliable, secure and cost-effective IT infrastructure services to support government priorities and program

delivery

Priority 1

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• Manage and operate newly transformed and existing legacy IT infrastructure using an enterprise approach to implement efficiencies and service standardization.

Priority

• Maintained and improved Government of Canada mission-critical service levels: • in 2013-14, there were 475 critical business impact incidents affecting SSC and partner departments, a

decrease of 3 percent over the previous year • SSC effected recovery for 68% of critical incidents within 4 hours

• Created an incident response team and a security incident recovery team to provide response and recovery operations 24/7

• Reorganized the work of 600 employees to support consolidation, standardization and national service delivery

2013–14 Highlights

• Align operations and IT service management with enterprise standards to achieve savings. • Improve IT service and continue to optimize security, service, resources, contracts, facilities and assets. • Maintain aging IT infrastructure to support operations across the Government of Canada enterprise and

collaboratively work with departments to migrate their applications and services. • Initiate the decommissioning of legacy infrastructure including data centres, email systems and network

equipment. • Maintain and improve videoconferencing systems as outlined in the Budget 2013 commitment to reduce

travel costs and support the transition to enterprise standards.

Where We Are Going

Priority 2

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• Renew the Government of Canada’s (GC) IT infrastructure services. Priority

• Completed the procurement for an enterprise-wide email solution • Opened Enterprise Data Centre Gatineau and closed 10 legacy data centres • Launched procurement for GC Network • Hosted industry engagement days for GC Wide Area Networks, Data Centre Networks,

Workplace Communication Services and Workplace Technology Devices • Established the Supply Chain Integrity program and completed supply chain

assessments for 10 major procurements and 1,300 other procurements

2013-14 Highlights

• Establish enterprise standards for GC IT infrastructure. • Deploy a single email solution. • Initiate the procurement of a GC network. • Establish new purpose-built data centres in collaboration with the private sector. • Initiate enhanced cyber and IT security services. • Enable alignment of partner departments’ projects with GC IT infrastructure

transformation objectives. • Begin consolidation of workplace technology device software contracts • Engage ICT sector to build and refine approach to managing IT infrastructure services. • Implement change-management practices in support of transformation priorities.

Where We Are Going

Priority 3

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• Engage with partners through governance mechanisms and effective client-relationship management.

Priority

• Continued to engage partners on IT infrastructure operations and renewal: • ITIR and advisory committees and industry engagement days • Meetings with executive committees of partner departments • Bilateral Chief Information Officer-level (CIO) meetings • Quarterly CIO roundtables

• Launched an integrated partner planning process to map key partner business priorities to SSC transformation projects

2013–14 Highlights

• Develop an enterprise-wide IT planning capability in collaboration with partners. • Implement projects that support a modern and efficient public service workplace. • Demonstrate project execution and reporting excellence; institute rigorous project-

management discipline; and develop the SSC project-management culture capability and governance.

Where We Are Going

Priority 4

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• Advance horizontal management and execution through the effective and efficient delivery of a full range of business services aligned with SSC’s business model.

Priority

• Established the Learning Academy • Established the Strategic Change Office and developed an enterprise change roadmap • Launched the development of a culture strategy, closely linked to the Blueprint 2020 vision for

the future of the public service

2013–14 Highlights

• Initiate improvements in the management and delivery of internal services. • Integrate planning, performance and risk management into departmental practices and

reporting. • Standardize and develop internal departmental policies, processes and monitoring reports to

support sound management practices. • Continue to implement the Department’s workforce-management strategies. • Develop a long-term accommodation plan. • Execute the Risk-Based Audit and Evaluation plan. • Continue the deployment of business solutions to enable efficient delivery of internal services.

Where We Are Going