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BillShrink does not include most of the firms that offer the best deals in prepaid cell phones, such as Boost Mobile and MetroPCS, among others. It is my pleasure to present the 2013a€“2014 Integrated Business Plan (IBP) for Shared Services Canada (SSC). In year one, we concentrated on getting the most out of our IT infrastructure, paying particular attention to keeping the lights on for some 2 100 mission-critical systems across government. In tandem with our efforts to maintain and improve operations, we also successfully launched our three major transformation initiatives in the areas of email, data centres and networks. At SSC, we look forward to the challenges that year two will bring, which include continuing to build our new department. In collaboration with our 43 partner organizations, with the support of our employees and the bargaining agents that represent them, and in consultation with industry, we will continue, in 2013a€“2014, to build the infrastructure and provide the infrastructure services that a 21st-century government needs to succeed. Shared Services Canada (SSC) has had an impressive start on its journey of renewal and innovation. SSC was established to maintain and improve IT service delivery across the Government of Canada, generate savings and implement enterprise solutions to transform IT infrastructure. This year, our work to renew the Government of Canadaa€™s IT infrastructure will see the procurement of a single email solution and the first steps towards its implementation.
As a key partner in the delivery of security services, SSC will continue to work collaboratively with other Government of Canada cyber security agencies to support the implementation of the federal governmenta€™s cyber security strategy and help strengthen the security of federal information and information systems.
I look forward to our continued success this year in providing IT infrastructure improvements that support the delivery of modern, accessible programs and services to Canadians. In its first year, Shared Services Canada (SSC) made great progress in building a new Government of Canada department from the ground up. On the maintenance and improvement of information technology (IT) infrastructure services delivery, we established a comprehensive operating model promoting visibility, accountability and responsiveness. In launching the renewal of the Government of Canadaa€™s IT infrastructure, we completed an inventory of email systems currently in use and confirmed the future requirements of our partner departments. The high-level planning to consolidate data centres and transform networks has been completed, and we are working closely with our partners and with industry to identify the appropriate configuration and implementation strategies. In 2012a€“2013, SSC devoted considerable effort to developing its project management capability and bringing this capacity to bear on projects. In year one, SSC also began the ambitious work of setting up the governance mechanisms and implementing the partnerships essential to a successful enterprise-wide business approach with stakeholders both within and outside the Government of Canada.
In November 2012, the Honourable Rona Ambrose, Minister of Public Works and Government Services, Minister for Status of Women and Minister responsible for SSC, launched the IT Infrastructure Roundtable (ITIR), a forum designed to bring together leading technology innovators, senior SSC officials and key government partners for dialogue on the long-term transformation agenda.
We also worked hard over the past year to establish an ongoing, constructive dialogue with employees and with bargaining agents. Like all departments and agencies, SSC supported the government in its efforts to introduce measures to return to a balanced budget by 2014a€“2015. Finally, SSCa€™s 2012a€“2013 story of achievement and success extends well beyond serving the Departmenta€™s mandate. SSC was created to fundamentally transform how the Government of Canada manages its IT infrastructure, in order to better support the delivery of programs and services to Canadians.
Under the authority of the Shared Services Canada Act, SSC is mandated to standardize and consolidate the governmenta€™s administrative services as directed by the Governor in Council. As a significant enabler of the business of government, SSCa€™s ambitious plans for the renewal of government-wide IT services represent an eight-year journey to deliver better value for money and a more robust service backbone for modern government operations. Our work to consolidate and standardize IT services is strengthening the governmenta€™s efforts to protect the information of Canadians. In the creation of our department, we have taken advantage of the unprecedented opportunity to bring the governmenta€™s best and brightest IT talent together to form what we have been calling a deeper Government of Canada a€?IT bench.a€? Our complementary abilities and common objectives are leading to better coordination and collaboration, and are resulting in more integrated approaches and solutions.
In initiating our ambitious transformation plans at SSC, we have begun to build a solid foundation upon which government operations can be renewed and partner projects delivered in order to meet the changing needs of tomorrow’s public service.
The primary objective of SSCa€™s Email Transformation Initiative (ETI) is to consolidate and modernize email services in order to reduce costs, increase security and enhance program delivery to Canadians and businesses.
Planning and procurement a€“ Identifying requirements, engaging stakeholders and industry, developing the architecture and design, and planning the transition. Implementation a€“ Migrating partner organizations to the new email system and training them on how to use it. In 2013a€“2014, procurement of the enterprise-wide email solution will be completed and implementation will begin. While keeping up with the increased demand that is typical of government operations, our objective in centralizing the management of data centres is to improve efficiency and reduce costs. SSCa€™s objective is to design and build an integrated telecommunications network to support Government of Canada operations from coast to coast to coast and internationally. In its inaugural year, SSC structured and conducted its business on a Plan, Build, Operate and Manage (PBOM) model. In 2013a€“2014 the PBOM business model will be complemented by a sharper focus on a horizontal service view in order to deliver on our business lines: email, network and data centre transformation initiatives, plus enhancements to the Departmenta€™s responsibilities in the areas of IT and cyber security and procurement of end-user devices. The third row lists the major initiatives: email, network, data centre IT and cyber security.
In its first full year, SSC gained invaluable experience supporting 43 partners as a single IT infrastructure enterprise. Moving forward, our strategy will be to operate as a€?one SSC.a€? To this end, we will pursue the Departmenta€™s transformation agenda, ensuring that our approach to managing the sum total of our resources a€“ people and funding a€“ is fully aligned with our priorities. As presented in the 2013a€“2014 Report on Plans and Priorities (RPP), the Department has planned total expenditures of more than $1.7B (including employee benefits) to support the delivery of Government of Canada programs and services for Canadians. Figures for 2014a€“2015 and beyond include appropriations only, as the Department has no vote-netted revenue authority beyond 2013a€“2014.
The second table lists human resources for fiscal years 2013-2014, 2014-2015 and 2015-2016. As our transformation work heads into the implementation phase, there will be significant changes for public servants across all partner departments and beyond. In our first full year of operation at SSC, we focused on putting in place the management processes, procedures and controls required for a start-up federal department.
One of the key components of this management rigour is the development and application of project management methodologies and tools to deliver the complex partner and transformation projects that are the core of SSCa€™s mandate.
As part of our participation in the Management, Resources and Results Structure (MRRS) amendment cycle in 2013a€“2014, we are developing a revised Program Alignment Architecture (PAA) and a corresponding Performance Measurement Framework (PMF).
We made significant progress in building our internal audit and evaluation capacity in 2012a€“2013, and we will build on this work in 2013a€“2014. Finally, in 2012a€“2013, SSC conducted an internal Management Accountability Framework (MAF) self-assessment to understand the current state of internal management rigour, control and oversight, and to identify opportunities to strengthen management practices.
SSCa€™s four priorities, presented in the Departmenta€™s 2013a€“2014 RPP, support the achievement of the strategic outcome embedded in the Departmenta€™s current PAA. Maintain and begin streamlining IT infrastructure, standardize service management to support transformation and enhance security across the Government of Canada enterprise. Government of Canada IT operations support the delivery of programs and services upon which Canadians depend. Renew the Government of Canadaa€™s IT infrastructure by launching a single email solution and by establishing plans for the consolidation of data centres and networks. Engage with partner departments, through established mechanisms and other means, in support of effective change management and the achievement of SSCa€™s operational transformation objectives. Support horizontal management within SSC through the effective and efficient delivery of a full range of business services aligned with SSCa€™s business model. In its first year of operation, SSC welcomed over 6 000 employees from the 43 partner organizations and created a full range of business management services to support accountability for resources and results. As a key partner in the delivery of IT and cyber security services, SSC works collaboratively with the Government of Canada lead on cyber security, namely Public Safety Canada, and a host of other Government of Canada agencies to support the implementation of the federal governmenta€™s cyber security strategy. Challenged by an increasingly complex cyber threat environment, SSC continues to work with cyber security partner Communications Security Establishment Canada (CSEC) to develop standards and identify opportunities to protect and improve our IT infrastructure. The overall objective of the Government of Canadaa€™s cyber security strategy is to achieve cyber integrity across government. In 2013a€“2014, SSC will initiate a current state assessment of the Government of Canadaa€™s Secret infrastructure. Recent analysis of the Government of Canadaa€™s inventory of personal and mobile computing devices, or end-user devices (EUDs), found that a wide range of technologies and products (e.g. As noted in Economic Action Plan 2013, a government-wide, standardized, centralized approach to supplying and supporting EUDs would reduce costs and strengthen the security of government systems.
As a first step towards this objective, as of April 1, 2013, SSC has assumed responsibility for procurement of EUD software and hardware for a broad range of Government of Canada organizations. As noted, SSCa€™s plans are listed in the Departmenta€™s RPP, tabled in Parliament in March 2013. The plans are linked to the SSC branch that holds primary responsibility with the acknowledgement that interdependencies across plans and branches can be crucial.
The Transformation, Service Strategy and Design (TSSD) Branch is principally responsible for the development of consolidation and transformation strategies for the Government of Canadaa€™s email systems, data centres, network services and cyber and IT security. Complete the plan for enterprise-wide data centre services, and begin consolidation and transition activities. Establish enterprise support groups, processes, service management tools and service strategy for data centre operations, and identify early consolidation opportunities for facilities and computing environments. Complete the plan for enterprise-wide network services, and begin consolidation and transition activities.
Increase connectivity and shareability among existing videoconferencing devices, and streamline the switching infrastructure. Initiate a wireless local area network service in support of increasing mobility requirements.
The work of TSSD includes an expanding responsibility for planning in the cyber and IT security domain as the need to mitigate cyber risks grows in the Government of Canada and elsewhere. Engage with partner departments, through established governance mechanisms and other means, in support of effective change management and the achievement of SSCa€™s operational and transformation objectives.
Implement the partnership engagement models developed in 2012a€“2013, which were designed to work in concert with the SSC enterprise business model to achieve SSCa€™s service objectives. Continue to engage external advisory committees and networks to help SSC advise its partners and to develop effective IT infrastructure services. Establish effective outreach to chief information officers and IT communities of interest across the Government of Canada and the external stakeholder communities in order to communicate the vision and direction of SSC and foster the culture change towards enterprise service delivery. Further develop strategic relationships and governance to ensure SSC involvement in partner program planning and investment decision-making, guiding and driving SSC investments to ensure sustainability of partner IT operations, and achieve business transformation objectives. Report to stakeholders, including partners and central agencies, on SSCa€™s partnership and governance progress and on service objectives and performance.
Continue the development of effective mechanisms for managing demand through integrated alignment with Government of Canada planning frameworks and demand forecasting. The Operations Branch is responsible for delivering services to SSCa€™s partner organizations and associated entities throughout Canada and in foreign countries.
Continue to focus support on mission-critical systems and work with partners to improve quality of service. Expand the enterprise approach to monitoring IT operations with a particular focus on security. Implement horizontal opportunities to improve IT service delivery, and optimize resources, facilities and assets. Work with TBS and partners to develop an enterprise view of disaster recovery and business continuity.
Identify and seize opportunities to remove barriers between departments in order to improve the effectiveness of IT security. SSC relies on three organizations to build and maintain a foundation of management excellence in collaboration with other branches.
Continue deployment and maintenance of business systems to support agile resource and financial management. Evolve corporate planning to integrate reporting, risk, performance measurement and business planning.
Working with our partner organizations, finalize plans to consolidate accommodations for employees and initiate the development of a long-term accommodation plan. Evolve the procurement function in keeping with plans for IT infrastructure transformation, and continue to identify procurement and contract consolidation opportunities. Develop and implement communications strategies and tools to inform and engage stakeholders. Develop and implement the first risk-based audit and evaluation plan for internal audit engagements over the next three fiscal years and evaluation engagements over the next five fiscal years.
Each branch of SSC has a role to play in achieving the common objectives of the Departmenta€™s enterprise plan for development and implementation of major transformation initiatives. Pay and Pension Modernization, led by Public Works and Government Services Canada (PWGSC), which will reduce the complexity and cost of government administration.
Within SSC, PCR Branch has taken the lead in instituting a project management centre of expertise that provides standardized methods, tools and training. As a demonstration of the greater focus on interdependencies and cross-branch planning and execution, SSC initiated its 2013a€“2014 integrated planning with a series of integration workshops bringing together representatives of all branches to develop a greater understanding and appreciation of the interdependencies across branches that require deliberate and sustained collaboration. By means of its matrix organizational model, and using specific tactics such as cross-branch planning and integration workshops, the Department explicitly generates horizontal communication flows across branches, effective use of scarce resources, timely responses to partner priorities and vigorous pursuit of its challenging transformation mandate.
In 2012a€“2013, SSCa€™s team of approximately 6 000 employees was assembled from the ranks of our 43 partners to create a dynamic new organization. An analysis of the distribution of employees by age group shows the typical Government of Canada cluster of middle-aged employees in the age ranges 40a€“44 (17 percent), 45a€“49 (18 percent) and 50a€“54 (19 percent). An analysis of the distribution of SSC employees by region shows a 76 percent concentration in the National Capital Region.
With the business of SSC centred on the provision of IT infrastructure services to our partners, the majority of positions in SSC demand specialized IT skills. Like any organization committed to high performance, SSC must realign the focus of its people from individual responsibilities and former departmental cultures to a single, common SSC vision and leadership culture.
The way we manage change affects culture, and our culture will influence the way we manage change. In 2012a€“2013, our organizational culture initiative was positioned in the context of SSCa€™s Workforce Management Strategy. One of the levers for influencing the creation of a culture that will help us achieve our business objectives is SSCa€™s Champions Network.

SSC is committed both to building its people management capacity and to pursuing the Government of Canada IT infrastructure transformation agenda. The WMS consists of five components which, together, work to reinforce a culture of excellence based on service, innovation and value.
Results for Canadians and the Government of Canada - The workforce management strategy is depicted in a flow chart diagram. Planning a€“ Strong HR plans are critical not only to address SSCa€™s current HR needs and support employment continuity, but also to satisfy future job requirements in terms of competencies and evolving skill sets.
Employment continuity a€“ To meet SSCa€™s immediate and longer-term objectives, the HR plan must strike a balance between an indeterminate and a contingent workforce. Learning, career enhancement and re-skilling a€“ To foster a high-performance culture, it is essential to adopt a strategic approach to learning and development, career enhancement and re-skilling in order to develop the competencies of our people.
Engagement a€“ Engaged employees are essential to the creation of a workplace characterized by service excellence, innovation and value for money. Enabling workplace a€“ SSC will engender a culture of excellence and performance that encourages participation (including virtual collaboration), fosters innovation and has a strong client focus.
We are committed to helping our employees, partners and stakeholders understand how and why our work will evolve, how and when our systems and processes will change, and how we will work together to accomplish our ambitious agenda.
It is important to remember that our journey from point A to point B is not a straight line a€“ by definition, transformational change involves twists and turns; it will require us to listen, learn and adjust, and it will demand flexibility and perseverance.
While we do not have all the answers about the road ahead, we are committed to engaging in an open and honest way at every step of our transformation. Building relationships with our many partners is critically important to our business at SSC.
For our organizational purposes, we have clustered partner organizations into portfolios (Economic and International, Finance, Government Operations, National Security, Science, and Social) and four regions (Atlantic, Quebec, Ontario and Western and Northern). Setting up a new organization, integrating over 6 000 employees from our 43 partner organizations and pursuing our transformation agenda means that our work and workplace must evolve over time. As a result of the Government of Canadaa€™s Economic Action Plan 2013, SSCa€™s mandate now includes the authority to procure hardware and software, including security software, for EUDs, on behalf of 106 federal departments and agencies. As part of the Economic Action Plan, SSC has invested $20M of its existing funding in enhancing the governmenta€™s telepresence and remote meeting capacity. Over 100 SSC employees received the Queen Elizabeth II Diamond Jubilee Medal in 2012a€“2013 in recognition of their significant achievements and contributions.
2014 will be the first time SSC employees participate in the Public Service Employee Survey. During SSCa€™s first full fiscal year, welcoming incoming employees from 43 partners entailed extra work.
At the second Partner CIO Forum, 57 percent of participants felt that SSC was engaging the CIO community adequately, an increase from 32 percent following the inaugural CIO Forum.
This is an image of the approved organizational chart as it appears in the approved Shared Services Canada Integrated Business Plan for 2013-2014. TSSD is responsible for the development of consolidation and transformation strategies for the Government of Canadaa€™s email systems, data centres, network services and cyber and IT security services. Service Strategies and Transformation develops the enterprise service transformation approach (people, process and technology), directs the definition, analysis and management of SSCa€™s service portfolio and leads the development and implementation of SSCa€™s business model and process framework, ensuring a disciplined focus on service management disciplines fully aligned with the PBOM business model. Enterprise Architecture develops the enterprise IT architecture design, blueprints and roadmaps for SSCa€™s architecture and associated partner project solution architecture and designs.
Email Transformation Initiative is responsible for the development of business cases for design-ready email services implementation and will develop strategic sourcing solutions and business architecture for the delivery of transformed services. Data Centre Consolidation is responsible for the development of business cases for design-ready data centre services implementation and will develop strategic sourcing solutions and business architecture for the delivery of transformed services.
Telecommunications Transformation Program (TTP) is responsible for the transformation, planning and sourcing of telecommunications services for the Government of Canada, as well as the strategies for delivering those services, with a view to centralizing their administration, rationalizing service delivery to achieve greater efficiencies, reducing costs, minimizing risks and improving security and service quality. Cyber and Information Technology Security Transformation is responsible for the development of plans and designs for Government of Canada IT infrastructure cyber and IT security services and for Government of Canada Secret infrastructure within SSCa€™s mandate.
Once TSSD has completed the planning and design of transformational initiatives, PCR is entrusted with their implementation.
Enterprise Project Execution provides leadership for the management of a portfolio of high-profile transformation and consolidation projects. Business Solutions works in collaboration with SSC partners and central agencies in delivering departmental, multi-departmental and Government of Canada enterprise business projects requiring IT infrastructure solutions from SSC. Client Relationships and Business Intake is responsible for building and nurturing business relationships with our 43 partner organizations.
Project Management Centre of Excellence acts as the project management centre of expertise within SSC. Operations Branch is responsible for supporting mission-critical systems and infrastructure that deliver Government of Canada programs and services to Canadians. Operations Branch has six dedicated portfolio leads responsible for the provision of infrastructure services to our partners. Choose the service that you want to compare (wireless or credit cards), input your calling or spending pattern and Billshrink will spit out a list of possible alternatives.
The site didn’t work too well for me as I already have a low price, discounted T-Mobile plan through Freelancer Union. If I had to re-read some details a few times just to understand how the calcuation works, then others that are less financially geeky may not be willing to take the time to understand the differences. If BillShrink can continue to provide fast, easy, and objective recommendations, then it has the potential to establish itself as the place to go for service recommendations. The IBP identifies our departmenta€™s priorities, outlines our planned activities and describes how we will deliver on those commitments. Our experience has validated the importance of bringing a true enterprise perspective to managing our IT infrastructure in order not only to improve service but also to eliminate duplication and cut costs.
The Government of Canadaa€™s new email solution is scheduled to be in place by 2015, and we have begun the work of consolidating and rationalizing our data centres and associated networks. With our transformation agenda gaining momentum, excellence in change management will become an important focus across the government enterprise and at SSC. In our first year, we made great progress towards delivering modern, reliable, secure and lower-cost information technology (IT) infrastructure services to the Government of Canada.
Through engagement of our partners across government and in the private sector, we have succeeded in stabilizing operations and even improving levels of service while advancing our transformation agenda. We will also press on to refine our consolidation and standardization strategies for the governmenta€™s data centres and networks.
We brought together over 6 000 employees and established constructive relationships with bargaining agents.
We also established and implemented an incident management process to identify, address, track and monitor incidents affecting the performance of mission-critical systems. The formal procurement process was established using innovative, collaborative approaches, and by mid-2014, an email solution will have been identified.
An important aspect of this work is the collaborative development of enterprise-wide service standards for the Government of Canada to replace those established and maintained by each of the 43 partner organizations for their own environments.
Partner projects already under way at the time of SSCa€™s creation were carefully and thoroughly triaged, and the Department prepared for the project execution phase of transformation. For example, we engaged extensively with partners to establish frameworks to ensure business continuity. We launched several new tools, including a senior management blog, regular webinars, monthly a€?Coffee with the President and COOa€? sessions, an extranet to allow SSC staff, wherever they may be sitting, to keep in touch, and an Internet site, to name a few. The Departmenta€™s a€?operate and transforma€? mandate was specifically designed to find efficiencies and deliver a€?value for money.a€? Through increased efficiency, better pricing and reductions in duplication that become possible when operations across 43 organizations are consolidated and standardized, we are meeting our goals. Our employeesa€™ fantastic work and contributions during SSCa€™s first Government of Canada Workplace Charitable Campaign (GCWCC) remind us that we are a department of generous and caring people.
More specifically, our department was established to maintain and improve IT service delivery, generate savings and implement government-wide solutions that are modern, reliable and secure.
Based on order-in-council direction received, SSC must provide services related to email, data centres and networks. With a focus on service and quality, we are being purposeful in our investments, relentlessly pursuing common standards and efficiencies. As we build security into new infrastructure from the outset and collaborate with our partners, we are helping the government to better understand cyber threats and defend against attacks. In the course of implementing those plans, we will consolidate and standardize the email systems, data centres and networks of 43 partner organizations across government, in addition to our own at SSC. A single, consolidated system serving the 43 departments and agencies for which SSC provides infrastructure services will replace the existing departmental email systems. Unused or underutilized assets will be shared in order to meet demand without incurring new costs. Through rationalization, consolidation and standardization, the Government of Canada can save money and reduce its network maintenance burden.
The model provided an end-to-end view of IT infrastructure services for the Government of Canada and aligned our IT strategy with the business strategies of our partners. As we enter the new fiscal year, we will refine our application of the PBOM model to our work, with an increasing focus on thinking and operating as one enterprise, no matter where in the organization we happen to be sitting. The diagram is laid out in rows, with each row representing a different aspect of SSC’s business.
While operational continuity will remain our first priority in year two, the progress we achieved and the best practices we adopted in assessing and stabilizing the governmenta€™s IT infrastructure, particularly in supporting mission-critical systems, now allow us to shift our planning focus more towards the pursuit of SSCa€™s consolidation and standardization objectives a€“ SSCa€™s raison da€™A?tre. Given that 2013a€“2014 will see implementation of the early phases of the transformation work, we have invested additional planning efforts in understanding the critically important horizontal linkages across the enterprise. These estimates reflect the level of authority provided to the Department at the outset of the fiscal year and will be subject to adjustments reflecting new government direction and other fluctuations (e.g. The renewal of the vote-netted authority for future fiscal years will be reflected in the Main Estimates for 2014a€“2015. Reading left to right, the first pie chart shows the distribution of resources between IT infrastructure services (89 percent) and Internal Services (11 per cent).
That is why we have placed a strong emphasis on developing an enterprise-wide and stakeholder-centric approach to managing change whereby the appropriate strategies are put in place to support and manage transition.
As we enter our second year, we continue to build into our work the necessary internal management rigour in order to mitigate risk and achieve success. In fiscal year 2013a€“2014, we intend to increase our project management maturity level, as measured by the Government of Canadaa€™s Organizational Project Management Capacity Assessment process, and engage in targeted capacity enrichment. The greatest value in measuring our performance at SSC lies in ensuring that we are delivering on the mandate the Government of Canada has entrusted to us.
We have a fully operational departmental audit and evaluation committee, and in 2013a€“2014, we will finalize and begin implementing our risk-based internal audit and evaluation plan.
As a result of the assessment, we developed management action plans and will implement them during 2013a€“2014 to help us prepare for participation in a future MAF cycle. As noted earlier, going forward SSC is giving priority to integrated planning and execution, which will be necessary to achieve results for Canadians. Enterprise-wide IT infrastructure improvements will support modern service delivery that is secure, cost-effective, measurable and accessible to Canadians.
It operates over 485 data centres across the country, which store data and computing equipment for departments. Appropriate governance mechanisms have been established to engage partners, central agencies, other departments and outside experts in order to clarify accountabilities and adopt enterprise approaches for the management of IT infrastructure. The Department must continue to adopt and apply best practices and implement administrative processes and services that are sound, efficient and effective, and that support the enterprise-wide perspective of SSCa€™s business model. While the initial set of standardization and consolidation responsibilities assigned to SSC included email, data centres and networks, over the past year SSC has been asked to take on new consolidation responsibilities for the procurement of end-user devices (e.g. In the process, SSC is taking important steps to protect the integrity, accessibility and reliability of the Government of Canadaa€™s IT infrastructure and the personal information of Canadians. We are validating disaster recovery capabilities for the mission-critical systems that we operate, and we are collaborating with the Chief Information Officer Branch of the Treasury Board of Canada Secretariat (TBS) and our 43 partners to develop an enterprise view of disaster recovery and business continuity.
SSCa€™s role in meeting that objective is to strengthen the security of federal information and information systems. It will also plan for Secret infrastructure consolidation and procure key components of that infrastructure.
It would also address some of the issues outlined in the Auditor Generala€™s 2010 Report on Aging IT, which highlighted the risk of using outdated technology. Given that the Departmenta€™s Integrated Business Plan (IBP) is prepared after the RPP, greater detail is available in this document.
It works with other parts of SSC in developing these designs to ensure that they reflect partner, project and operational realities.
SSC will migrate partner organizations in waves, train partner organizations on how to fully use and take advantage of the email solution, and complete full implementation by spring 2015.
The work is dependent on multiple SSC branches and is heavily dependent on the Operations Branch, which has lead responsibility for delivering key IT service management capabilities essential for data centre function. In this context, the Branch will be developing plans to consolidate Secret network and other IT infrastructure across partner organizations, in collaboration with the Projects and Client Relationships (PCR) Branch as well as the Operations Branch.
The Branch works collaboratively within SSC and with partner organizations to meet overall IT infrastructure requirements and delivers on government commitments, including the Economic Action Plan.
Corporate Services (CS) Branch, the Office of Audit and Evaluation (OAE) and Departmental Initiatives and Analytics (DIA) collaborate to efficiently and effectively perform SSCa€™s internal management and administrative functions.
Through consultation with our partner organizations, design and implement our plans to provide the necessary independent assurance services and maximize effectiveness and efficiencies wherever possible.
The leadership team is focused on seamless delivery, knowing that achieving our collective goals starts with a recognition of the interdependency of our efforts and the need for integrated planning as a driver of integrated execution. This investment in internal project managers and tools will ensure that SSC continues to deliver successful projects using industry-recognized best practices guided by professional project managers and subject to rigorous discipline, oversight and governance. The workshops, which were structured by SSC business line rather than by branch, helped promote discovery and recognition of branch interdependency, and will help build the internal discipline needed to leverage the right resources at the right time for the right work. The building and shaping of our new department will continue this year with the invaluable assistance of our talented employees. We place a high priority on ensuring our employees are well informed and highly focussed, and possess the skills and abilities needed to deliver on our mandate, but also have an opportunity to grow personally and professionally. Consequently, more than half of SSCa€™s positions are classified in the Computer Systems (CS) occupation group. This is all the more imperative given our status as a highly matrixed organization with a dependence on virtual management and an array of service delivery models, including managed services.
It is a reflection of the values, beliefs and behaviours of the organization and is heavily influenced by our leaders.
The Champions Network, made up of advocates in key areas of interest for the organization, enhances our capacity to reach out and engage employees. The Workforce Management Strategy (WMS) is a three-year blueprint designed to help the Department achieve its people management and talent development vision and objectives through a collective approach.

We have created an organizational structure designed to foster collaboration among our staff and an environment that promotes innovation and excellence. The three defining pillars of our culture are a high-performing workforce, an enabling workplace and strong leadership.
Reading from left to right, the diagram lists workforce, leadership and workplace as the three pillars that support the culture which is represented as a circle with five components: clockwise from left 1) engagement, 2) planning, 3) employment continuity, 4) enabling workplace, 5) learning, career enhancement and re-skilling.
These will be needed throughout the transformation period and in the end-state service management and operation environment. It must also enable mobility to support shifting workforce-to-workload priorities through the alignment of competencies as the transformation initiatives progress. Invested in SSCa€™s success and imbued with creativity and innovation, these employees will have a variety of competencies and skill sets that allow our department to meet its current and future challenges. Through our work, we will change the way the public service operates and the way in which the government delivers programs and services to Canadians.
This work has already begun through the engagement of employees, stakeholders and key players in partner organizations as transformation planning is completed and implementation begins. We can expect change to continue into the future, and we will focus on ensuring that people have the tools and information they need to adapt and make decisions in an evolving environment.
Ongoing collaboration with central agencies, partner organizations, bargaining agents and industry is essential if SSC is to carry out its transformation and change agendas effectively. We engage our partners through interdepartmental advisory committees and the Chief Information Officers (CIO) Council chaired by TBS.
The Directorate will establish a service design centre of expertise and will provide SSC with toolkits and methodologies related to service strategy, service design, business process transformation and organizational service change management. The Directorate has overall responsibility for the planning and consolidation of Government of Canada email systems as well as our service lead role for all email services. The Directorate has overall responsibility for the planning and consolidation of Government of Canada data centres as well as our service lead role for all data centres. In support of these responsibilities, TTP further fosters strategic relationships with central agencies and SSCa€™s partners, in part to develop policies, standards and guidance for network service management and delivery. The Directorate will develop business cases for design-ready IT security and Secret infrastructure services, and will develop and continuously improve strategic sourcing solutions, security controls and business architecture for the implementation and delivery of transformed services.
The Branch works collaboratively with SSCa€™s partners to meet their infrastructure requirements and delivers projects on time, within budget and in accordance with very high-quality standards. The portfolio consists of large-scale, multi-year projects in the areas of data centre consolidation, electronic mail and messaging, security and telecommunication network convergence.
It also manages the evolution of some optional services, enabling current and new Government of Canada clients to leverage common approaches and solutions. It establishes best practices, standards, tools and methodology, as well as the Departmenta€™s project management concept of operations. It ensures collaboration with our partners in order to sustain day-to-day operations and improve quality of service across the 43 partner organizations. In SSCa€™s context of service excellence, innovation and value for money, this document details our continuing efforts to operate and improve the delivery of information technology (IT) services while, at the same time, renewing Government of Canada IT infrastructure. We are delivering the high-quality operations that the government now requires and are on track to deliver the IT transformation that the government expects in the future. An important aspect of that work is the development of service standards, formerly established and maintained by each of the 43 partner organizations for their own environments and now being developed enterprise-wide for the Government of Canada. This strong foundation will support the delivery of tomorrowa€™s programs and services to Canadians. By consistently applying a horizontal approach to both the Government of Canada enterprise and our department, we will extend our a€?One Way of Workinga€? ethos across the government IT community to achieve service excellence, innovation and value for money.
In the process, we will continue to listen to and engage partners who can help us deliver the best possible results for the government and Canadians. Through bilateral and multilateral approaches, we designed a national consultative framework with partners across government to help address operational and other issues as they arose and to effectively support our employeesa€™ transition to the new organization. In consultation with employees, an initial operational plan was developed to align business activities and objectives.
High-priority projects were brought under common SSC governance oversight in one of four categories: transformation, Government of Canada priorities, partner IT-enabled business initiatives and optional service development.
Where required, we also began to establish bilateral operating protocols or memoranda of understanding to reflect specific commitments and ways of operating. As a new organization, we successfully met the challenge of setting up shop by responding to 5 600 accommodation requests. SSCa€™s Economic Action Plan saving targets for 2012a€“2013 were achieved by consolidating telecommunications service contracts, leveraging buying power and introducing a very lean internal services model. We raised $400 054 a€“ well above our $150 000 target a€“ and, in the process, earned a National Team Spirit Award for our campaign. In practice, we are supporting business continuity and improving IT operations for 43 federal departments and agencies, which includes keeping the IT lights on for all mission-critical systems.
By learning from other shared services organizations and leveraging their best practices, we are establishing a model and setting a pace that is delivering increased efficiency, better quality and service excellence to the Government of Canada. For example, our Organizational Code, on which we consulted with employees over the past year, will reinforce and make practical our focus on service, innovation and value. Our plan is to replace data centres across our partner organizations with fewer than 20 modern, secure, reliable centres. As we consolidate and renew our data centres, we will also rationalize and streamline the networks that link our data centres together. It captured, in a balanced way, the key elements of the Departmenta€™s mandate to both operate and transform. Key dependencies are being identified, assessed, communicated, integrated into our plans and monitored. The second pie chart shows the 2013-2014 initial budget allocation: IT infrastructure services (67 percent), Internal Services (8 percent) and Investments (25 percent).
With the right measures, we have the right information to make the right business decisions regarding our performance.
The evaluation component of the plan covers two parallel work streams a€“ performance measurement and evaluation. A modern IT infrastructure will result in reduced risks to service delivery and enhanced value to partner organizations and Canadians.
Across Canada today, there are thousands of network connections and firewalls in over 3 580 government buildings that link together hundreds of thousands of users and devices.
These activities directly support the realization of more efficient and effective IT infrastructure service delivery to the Government of Canada. With our mandate to consolidate and operate data centre, network and email services, we are developing and applying stringent, modern cyber security policies and practices. Looking forward, SSC will define the end state vision in terms of target architecture and will integrate this work with its transformation strategies for email, data centres and networks and with the emerging plans for end-user devices. This is resulting in a complex environment for users and the IT teams that support them, an inability to take advantage of economies of scale and the potential for increased IT security vulnerability.
It is responsible for providing and operating the shared governance framework for overseeing projects, participating in investment planning and developing SSCa€™s project management capability and capacity through training and standards development.
Accordingly, the Branch is organized into geographic and operational portfolios that leverage horizontal strengths to allow for integrated approaches to service delivery and work within the business agreements with SSCa€™s 43 partner organizations, set up through the PCR Branch. We have placed a strong emphasis on developing an enterprise change agenda that will help us leverage our collective bench strength so we can speak with one voice and act as one enterprise. Of great benefit enterprise-wide, SSCa€™s role in the delivery of partner projects allows us to carefully align partner and enterprise IT infrastructure requirements. In fact, our large Operations Branch has recently completed a complete restructuring exercise to emphasize outputs as the major axis in its organizational model.
We will adapt and find new ways to leverage their impressive skills, apply the best practices they have brought from other organizations and improve IT infrastructure services.
SSCa€™s Workforce Management Strategy, described in greater detail in the following pages, provides a framework that underpins our approach to managing people. Going forward, our culture discussion will broaden with wider consultations, workshops and feedback opportunities. In 2013a€“2014, we will pursue implementation of the WMS to establish a solid foundation for HR management at SSC.
Together, they will help us to further our business priorities and attain our collective objectives. By integrating business and HR plans, the Department will be better equipped both to focus on its core business and to move towards greater efficiency and modernization in the services it delivers. Managing change is challenging in any circumstance, and with an enterprise-wide mandate like SSCa€™s, preparing the groundwork for changes to take root effectively and smoothly is critical to our success. Fundamental to the success of this process is the establishment and leadership of governance forums. We also use the CIO Forum in the decision-making processes of our major transformation initiatives and to receive valuable feedback. Taking advantage of the unprecedented opportunity to bring the governmenta€™s best and brightest IT talent together to form a deeper Government of Canada a€?IT bencha€? is not without its challenges. It also supports, within and on behalf of TSSD, the full range of SSCa€™s central business planning, management and reporting functions.
The Directorate will become the architectural centre of expertise for technology, infrastructure and security. It fosters strategic relationships with central agencies and SSCa€™s partners to develop policies, standards and guidance for email service management and delivery.
It fosters strategic relationships with central agencies and SSCa€™s partners to develop policies, standards and guidance.
The Directorate fosters strategic relationships with central agencies and SSCa€™s partners in order to develop policies, standards, technology guidance and ongoing oversight for cyber and IT security service management and delivery. The Directorate is responsible for project execution and implementation in collaboration with the Planning and Operations teams to ensure seamless transition and support for projects. It also manages the intake of business demand, negotiates business arrangements and client monitoring, and shares outcomes on a common dashboard.
The Directorate is also responsible for Branch planning and policy issues and horizontal alignment with corporate initiatives.
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As SSCa€™s Chief Operating Officer, I am proud of the significant steps our department took in its first year to achieve our objectives in those focal areas. This integrated solution will replace the 63 individual email systems currently used in SSCa€™s partner organizations and will support a consistent approach to all aspects of email, including state-of-the-art anti-virus and anti-spam protection. Among the top-priority projects taken on by SSC were two data centre consolidation projects, converged network services initiatives, the Government Enterprise Network Service (GENS) project, IT infrastructure support to the Government of Canada perimeter vision, pay modernization and delivery on Economic Action Plan commitments. We also prioritized the implementation of efficient and effective management processes, applied best practices to process design and implemented a lean corporate services model. At the same time, we are standardizing and consolidating IT infrastructure through initiatives that will deliver one email solution, a government-wide footprint of fewer than 20 data centres, and a single government-wide network. We will leverage the governmenta€™s purchasing power, buying common hardware and software products in volume, and we expect ongoing service contract savings to be realized through consolidation and standardization. A senior performance management champion was empowered to lead the development of performance measurement capacity, to track progress, to manage risks and to tell SSCa€™s performance story to partners, Parliament and Canadians.
Engineered in silos, the overlap has increased costs and created barriers to collaboration and productivity.
By virtue of its central role, SSC is also in a unique position to recognize opportunities to consolidate requirements, dramatically reducing the diversity and complexity of government IT infrastructure, minimizing investment needs and enabling an electronic service delivery environment that is standardized, secure, cost-effective and sustainable.
Champions lead initiatives in the areas of diversity, official languages, values and ethics, awards and recognition, and the Government of Canada Workplace Charitable Campaign (GCWCC).
The WMS will help us develop, retain and recruit a productive and diverse workforce able to adapt to our evolving business needs and supported by skilled leaders in a workplace that fosters excellence. However, the continued support and assistance of employee bargaining agents has played a key role in our success to date. It has a dedicated delivery and performance focus with executive oversight of projects to ensure that they are delivered successfully and that the expected business outcomes are achieved. It also performs project oversight and conducts implementation readiness, including quality and performance management, benefit realization tracking, independent validation and verification, project auditing and change management.
To further strengthen project management capability and capacity, project management excellence was supported through the launch of internal project management policy instruments accompanied by pilots of project management training and an in-house certification program. We have also adopted common business procedures and are partnered with other departments to deploy financial and HR systems (SAP and PeopleSoft), taking only months to do so what typically takes years. Our department also provides certain optional technology-related services to government organizations on a cost-recovery basis. Reducing the number of data centres will improve security since there will be fewer vulnerabilities. Having an organized, coordinated system of networks also improves security by allowing SSC to concentrate its defences so as to detect and address security problems more readily. The progress achieved against our plans will be subject to rigorous scrutiny by SSC senior management in order to ensure our organization remains focused and on target. In 2013a€“2014, significant consultation and outreach will shape our evaluation plan and the development of performance measurement indicators.
This duplication and lack of coordination leads to inefficiencies and sub-optimal service delivery for Canadians. We are committed to leading as individuals within our own areas of responsibility and also collectively as one SSC leadership team, in order to achieve results.
Contributing to an innovation agenda, champions lead networks for executives, administrative professionals and employees of all ages (e.g. Ultimately, the WMS is an enabler of our departmental brand of service, innovation and value that will allow us to deliver results for Canadians and the Government of Canada. SSC is one of only a few organizations within government that have signed Terms of Reference (TOR) with employee unions, and we view our National Labour-Management Consultation Committee as an important vehicle for collaboration and change. An initial slate of consolidation projects have already moved ahead, including the launch of projects to consolidate two data centres, the supercomputer renewal for Environment Canada and the development of service contracts to support data centres.
Early initiatives in support of network consolidation have already been launched in the areas of network convergence and Wi-Fi.

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