Digital Operations Strategic Plan: 2021–2024
On this page
- Document purpose and what’s new
- Message from the Chief Information Officer of Canada
- Context: a rapidly changing digital landscape
- Digital government
- Our strategy: transitioning to a more digital government to improve client service
- Our strategy in action: priorities for the next 3 years (2021–2024)
- Appendix A: Related policy instruments, guidance, plans and strategies
- Appendix B: Minister of Digital Government Mandate Letters
- Appendix C: Government of Canada service and digital target state enterprise architecture
- Appendix D: Progress report on 2018–2022 DOSP strategic actions
Document purpose and what’s new
The Government of Canada (GC) Digital Operations Strategic Plan (DOSP) for 2021–2024 fulfills the responsibility of the Chief Information Officer of Canada, set out in the Treasury Board Policy on Service and Digital, for “approving an annual, forward‑looking 3‑year enterprise‑wide plan that establishes the strategic direction for the integrated management of service, information, data, information technology (IT) and cybersecurity.”
Developed by the Treasury Board of Canada Secretariat (TBS), the 2021–2024 DOSP builds on the 2018–2022 one. In line with the GC Digital Standards, TBS designed the plan with users in mind. It incorporates feedback received on previous strategic plans and complements other key policies, guidelines, plans and strategies that set out the requirements for departments’ planning processes (see Appendix A).
The latest DOSP consolidates the 6 strategic themes of the previous one into 4 strategic pillars that support the government’s digital transformation.
This DOSP recognizes the progress achieved, sets government‑wide priorities and lists key activities for departments and agencies,Footnote 1 including those that serve other government organizations by working to modernize service delivery, improve sustainability and promote digital stewardship. These priorities and activities will help departments move toward digital program and service delivery for Canadians. The updated DOSP was developed by the Digital Government team, with support from Public Services and Procurement Canada and the Canada School of Public Service.
Departments will develop their own integrated plans that align with the DOSP and that support their departmental mandates and requirements. TBS will update the DOSP annually, to address any emerging priorities and actions, and will prepare an annual progress report.
The 2021–2024 DOSP supports Canada’s Digital Government Strategy, led by the GC’s first Minister of Digital Government (see Appendix B for the Minister’s mandate letters). The strategy will help improve service delivery by accelerating the GC’s digital transformation and increasing collaboration with all levels of government. To align efforts across the GC and build a consistent digital experience, the Minister leads the Digital Government team, which includes, TBS (specifically, the Office of the Chief Information Officer, Digital Transformation Office and Canadian Digital Service) and Shared Services Canada.
Message from the Chief Information Officer of Canada
I am pleased to release the Digital Operations Strategic Plan (DOSP) for 2021–2024 at this pivotal time for Canada and Canadians.
The COVID‑19 pandemic significantly accelerated the global shift to online services and the trend toward remote work. From the onset of the pandemic, public servants rose to the occasion, working across traditional divides and innovating to rapidly deliver essential services digitally to millions of Canadians, including emergency benefits and the COVID Alert app. Shared Services Canada worked tirelessly with departments and agencies to maintain quick, efficient and secure delivery of critical front‑line services.
As Canada’s economy recovers from the pandemic, the need for digital government is more pronounced than ever: a government that is more open and more collaborative and that provides improved digital‑first, user‑centred services and programs.
To make digital government a reality in an unpredictable environment, we in the Government of Canada (GC) must modernize how we manage technology and technological change to keep government responsive and resilient so that it meets the changing needs and expectations of Canadians and Canadian businesses.
Since the 2018–2022 DOSP, we have introduced important changes to our digital governance, policy suite and management practices to set the foundation for a digital government across all ministries. We are on track to launch the OneGC platform, which will allow individuals and businesses to use a single identity and password to access federal government services through a single window on Canada.ca.
Going forward, we need to eliminate long‑standing institutional barriers to digital acceleration, leverage innovative technologies and put users at the heart of all we do, in line with the GC Digital Standards. We must also implement lessons learned from our response to the COVID‑19 pandemic.
The 2021–2024 DOSP provides the strategic direction for the GC’s integrated management of service, information, data, IT and cybersecurity. It sets out priorities and actions to accelerate our efforts. Given our shifting operating environment, we will review this document annually.
Our priorities include:
- making investments so that the GC has easy‑to‑use, reliable, modern and secure IT systems, networks and infrastructure that support whole‑of‑government operations
- developing and delivering services that, by design, put users first by being accessible, inclusive, secure and easy to use, and that respect privacy and choice of official language
- improving data-driven decision‑making
- getting the most value for the public from the data and information the GC holds
- modernizing funding and procurement approaches to support more agile execution practices
- acting ethically and in environmentally sustainable ways
Our employees remain our most valuable resource. We need to attract and retain top‑notch talent. We will make sure that our multidisciplinary workforce has the right digital skills, that these skills are put to use in the right place, and that employees have modern tools and are supported by enabling leadership. We will also continue to strive to make our workforce inclusive and diverse.
The journey to fully digital service delivery requires collaboration, experimentation and continual improvement across the GC. I am humbled and proud to be on this journey with you, working together to make digital service delivery better, faster, greener and more reliable.
Marc Brouillard
Acting Chief Information Officer of Canada
Context: a rapidly changing digital landscape
Today’s digital landscape is marked by change of unprecedented pace and scope. Rapid technological, digital and data transformation are now part of Canadians’ daily lives, revolutionizing the way they access information and services and the way they live, socialize and work.
Canadians expect to be able to access any government service, at any time and on any device. Most citizens agree that personal information should be shared between GC departments to enable faster, more accurate service.Footnote 2 However, while they recognize the potential of technological, digital and data transformation, citizens are concerned about how the GC uses and manages their personal information and about what it does to ensure their privacy and security.Footnote 3
In the 2020 Speech from the Throne, the government committed to ensuring that all Canadians, no matter where they live, have access to high-speed Internet. It also committed to making generational investments to update outdated IT systems to modernize the way government serves Canadians, from the elderly to the young, and from people looking for work to those living with a disability.
Canada plays a leadership role on digital government internationally, through forums such as the Digital Nations, the International Council for Information Technology in Government Administration (ICA), the Organisation for Economic Co‑operation and Development (OECD), and the United Nations.
In recent years, Canada has also emerged as a leading voice in the global open government community. Since 2012, it has been a member of the Open Government Partnership (OGP). This multilateral initiative by 75 member nations and a number of sub‑national government members aims to secure concrete commitments to promote transparency, empower citizens, fight corruption, and harness new technologies to strengthen governance, in partnership with civil society and the private sector. So far, Canada has released three OGP action plans outlining how it will make government more open. A fourth action plan is under development.
The world is moving toward using cleaner technologies. The 2021–2024 DOSP goes hand in hand with the Greening Government Strategy, which seeks to make GC operations low-carbon through green procurement and clean technologies.
The need to accelerate government digital transformation
Good government in the 21st century means seamlessly delivering programs and services that, by design, are digitally enabled, client‑driven, inclusive and accessible, and that address security and privacy concerns. The GC needs to accelerate its digital transformation to meet changing public expectations, optimize value, and become nimbler so that it can adapt faster.
By thoughtfully designing policies and programs to meet people’s diverse needs and by providing effective digital service delivery, the GC can help close gaps for those who face systemic and other barriers to social and economic inclusion and success.
The COVID‑19 pandemic has highlighted the need for digital transformation and has brought about major changes. One such change is the shift to online services and to employees working remotely. The GC must build on the momentum of these changes and adopt an agile, user‑centric mindset to meet the diverse needs of Canadians and to make digital government a reality. It must also actively prepare to respond to other disruptions that may lie ahead.
To lead the transition to a more digital government and make Canada a leading digital nation, the GC’s first Minister of Digital Government released Canada’s Digital Government Strategy in spring 2021. The 2021–2024 DOSP supports this strategy.
Opportunities and challenges
New and emerging technologies and digital solutions offer significant opportunities to help us make this digital transformation. We have made investments and progress in areas including big data, sophisticated analytical tools and cloud computing. We need to do more to ensure that we make the right investment decisions and continue to remove institutional barriers to transformation.
Our siloed operations and the complex flow of data and information get in the way of a positive user experience because they make it difficult for users to find, navigate and use government services. Because many IT systems and infrastructure components are outdated, complex and costly to maintain, it is difficult to change them quickly, and they have increased performance and security risks. Also, real human, financial management and procurement capability and resource limitations remain barriers to digital change.
We continue to dismantle barriers to accessing government information and services, and to build a diverse and inclusive workplace that helps us better understand the needs of Canadians and deliver quality, user‑centric services. Nevertheless, Indigenous peoples, persons with disabilities, Black people and other racialized minority individuals and women continue to face systemic barriers.
This DOSP will complement ongoing work in this area, including the implementation of the Accessibility Strategy for the Public Service of Canada and Canada’s Anti Racism Strategy 2019–2022.
Our progress so far
The 2018–2022 DOSP laid out an ambitious agenda. Since 2018, we have made significant progress toward our goals. In 2019, the government reaffirmed its commitment to a more digital government and better service delivery, a commitment strengthened by the Prime Minister making digital government a separate portfolio with its own minister. Recent accomplishments focused on putting in place the frameworks for horizontal decision‑making such as new Treasury Board policy instruments, stronger governance structures and other strategic plans and initiatives to achieve our goals.
GC Digital Standards: our DNA
Design with users. Iterate and improve frequently. Work in the open by default. Use open standards and solutions. Address security and privacy risks. Build in accessibility from the start. Empower staff to deliver better services. Be good data stewards. Design ethical services. Collaborate widely.
- The Government of Canada Digital Standards, co‑created with the public and with key stakeholder groups, outline the guiding principles for how all public servants must work in the digital age. The standards place users and their needs at the heart of our services, programs and operations, and require that we leverage digital technologies and methods to deliver the high‑quality services Canadians expect. To improve the adoption of these standards by departments, TBS will develop guidance and tools.
- The Policy on Service and Digital and the Directive on Service and Digital, developed with stakeholders from across Canada, came into effect on April 1, 2020. Along with their supporting instruments, they articulate how GC organizations are to manage service delivery, information and data, information technology (IT) and cybersecurity in the digital era. The policy focuses on the client and, for the first time, requires departments to name a senior official responsible for service management and cybersecurity. TBS is working to adjust the existing policy suite to accelerate digital transformation and to address emerging needs and priorities. It is also developing new directives and standards.
- Deputy minister committees were struck to make policies more coherent government‑wide and to promote a whole‑of‑government approach to management, human resources and policy planning. These committees include committees on digitization of services; enterprise priorities and planning; core services; and governance in a digital age, which focuses on issues such as privacy and data use, and strategic procurement for complex programs.
- The Government of Canada Enterprise Architecture Review Board (GC EARB) has continued with its mandate, set out in the Policy on Service and Digital, to “define current and target architecture standards for the GC and review departmental proposals for alignment.” The GC Service and Digital Target‑State Enterprise Architecture, endorsed on October 22, 2020, will help us better coordinate our transformation efforts and focus on users and service delivery when considering new IT solutions and when modernizing older ones. It will also help us align our IT investments with business services. The document is now the primary architecture reference for all departments (as applicable) for the digital enablement of GC services. See Appendix C for a visual representation of the Service and Digital Target‑State Enterprise Architecture.
- The GC Data Strategy Roadmap, published in November 2018, sets strategic priorities for a unified and collaborative approach to managing government‑wide data as an asset while respecting privacy.
- The National Action Plan on Open Government (2018–2020) was released in December 2018. This is the fourth iteration of this plan and details the GC’s commitment to making government information, data and services open and inclusive for all Canadians. The GC will co‑create the fifth iteration with civil society and publish it later in 2021.
- The GC‑wide greening IT working group was launched in July 2020. Chaired by the Treasury Board of Canada Secretariat (TBS), this working group of departmental chief information officers (CIOs) has produced a series of initial recommendations for ways departments and central agencies can scale greening IT policies, actions and strategies. The GC will develop targets, standards and procurement criteria for government IT that supports the updated Greening Government Strategy.
- Canada signed the Digital Nations Charter in February 2018, joining leading nations in a mission to harness digital technology to benefit citizens. The 2020 charter commits Canada to working toward core principles of digital development, with a focus on user needs, open government and a commitment to share and learn from member nations.
Appendix D is a progress report on the strategic actions from the 2018–2022 DOSP.
Digital government
A digital government puts people and their needs first. It is accountable to its citizens and shares information with them. It involves them when making policies and designing services. It values inclusion and accessibility. It designs services for the people who need them, not for the organizations that deliver them.
Digital government
The Government of Canada is an open and service-oriented organization that operates and delivers programs and services to people and businesses in simple, modern and effective ways that are optimized for digital and available anytime, anywhere and from any device.
Digitally, the Government of Canada must operate as one to benefit each and every Canadian.
The DOSP aligns with Canada’s Digital Government Strategy to lead the transition to a more digital government.
Our strategy: transitioning to a more digital government to improve client service
Our strategy for transitioning to a more digital government has 4 strategic pillars. These pillars are the enduring objectives that we will pursue to make digital government a reality and to help us provide a fully digital service experience for Canadians.
- Modernize legacy IT systems
The GC’s major service‑delivery systems are easy to use and maintain, stable and reliable, secure, and adaptable.
- Improve services
Individuals and businesses are satisfied with and trust GC services, which are reliable, secure, timely, accessible and easy to use from any device.
- Implement enterprise
GC public servants are happier and more productive; departments make better data-driven decisions; operations are more effective and efficient; costs are lower; and duplication of effort is reduced.
- Transform the institution
GC public servants are digitally enabled through cultural and operational shifts and work on modern, diverse and multidisciplinary teams to serve the public better.
Our strategy in action: priorities for the next 3 years (2021–2024)
This section of the 2021–2024 DOSP identifies priorities and actions for each of the 4 strategic pillars, for the next 3 years. These actions should be reflected in departmental plans so that all departments move together as one on the journey.
TBS will send annual performance management targets, expected results and measures, for each action identified in the sections below, to CIOs and senior officials responsible for service management and cybersecurity. TBS will use these targets to measure the government’s progress on this plan, year over year.
Strategic pillar 1: modernize legacy IT systems
Delivering the programs and services that Canadians rely on every day depends on fully functional, secure and reliable information technology and on accurate and authoritative data.
To deliver better digital services, we need modern IT infrastructure and systems. We have made progress in rationalizing applications, but GC departments and agencies still support more than 7,000 business applications (down from 8,900 in 2018), including some that enable the delivery of critical services. The health of GC applications varies, and they sit on aging infrastructure. A single system failure can impede our ability to deliver benefits and services in times of need, which can erode public trust.
To support enterprise operations, Shared Services Canada (SSC) is working to build and strengthen the federal government’s foundational IT infrastructure. SSC is closing legacy data centres, reducing its environmental footprint and deploying modern infrastructure. Our Cloud Adoption Strategy means that departments must use the public cloud to store, manage and process data and applications, whenever possible. The cloud‑first approach helps departments deliver high‑quality digital services using cloud services that have been approved for use in the GC. As the cloud broker, SSC liaises between qualified external cloud service providers and departments to make sure departments have access to the best possible cloud solutions for secure service delivery. Public Services and Procurement Canada (PSPC) ensures that small and medium enterprises have a role in delivering cloud services to the GC.
Cybersecurity threats continue to increase, and so must our risk response. The integrity and security of the GC’s data and IT infrastructure is essential to the delivery of services to Canadians. With the increasing sophistication and frequency of cyberattacks, we must remain vigilant and continue to strengthen the GC’s defences. To protect GC devices, systems and information throughout their life cycle, we will use an information‑centric security model that is supported by a trusted digital identity. We will, for example, leverage cyber‑defence services, such as those offered by the Canadian Centre for Cyber Security (CCCS).
A deputy minister committee has been established to advance on these modernization priorities, particularly in relation to those systems that have the highest impact on Canadians and businesses. The committee will consult internal and external technical advisors to provide guidance and recommendations to inform the committee’s work.
Our IT systems transformation goals include:
- preventing service failures from negatively impacting the lives of Canadians in the short-term by stabilizing systems most at risk of failing
- avoiding new legacy problems by designing IT systems to be adaptable, resilient, iterative and secure
- enabling consistent, timely and reliable services to Canadians by building modern IT systems and by updating them frequently
We will use the GC Digital Standards in redesigning, funding, and implementing major legacy modernization.
Priority 1.1. Strengthen the overall health of the government’s application portfolio
Thousands of software applications are used to run the systems that deliver GC programs and services, such as Employment Insurance, passports and Old Age Security, to millions of Canadians every day. The good health of these applications is essential for reliable and secure service.
Several issues can weaken this health and lead to “technical debt.” Technical debt occurs when the vendor hasn’t upgraded and no longer supports an application, or when an application is so old that it’s hard to find people who have the skills to maintain it. In some cases, technical debt makes applications costly to maintain and at risk of performance and security failures. In other cases, it means that applications are too outdated to deliver fully digital services.
To avoid future technical debt, departments should continue to rationalize and modernize their application portfolios by:
- prioritizing cloud services or moving to SSC’s enterprise data centre when it makes sense to do so
- leveraging common enterprise solutions and cloud‑based solutions like software‑as‑a‑service (SaaS)
- monitoring and investing to keep the portfolio in good health
- using secure application development practices to help mitigate the risks of vulnerabilities in application software and to provide assurance that digital services are operating as intended
- minimizing cyber‑risks by implementing the CCCS’s top 10 security actions
In addition to taking the measures that all departments need to take, TBS, SSC and PSPC are collaborating to ensure that all parts of the GC enterprise progress together. Work includes:
- enhancing the GC Application Portfolio Management framework and tools to provide better data‑driven insights for departments to use in managing the health of their application portfolio and for senior leaders to use in making decisions for the prioritization of enterprise investments
- providing funding to departments to modernize applications and migrate to modern hosting environments
- finding more opportunities for common solutions to improve business capabilities across the GC enterprise, in areas such as human resources and pay, financial management and case management
- developing tools and guidance for a developer‑centred approach to security that makes security part of the application development process
- working together so that departments can obtain and use cloud services through a light‑touch brokering model, delivery of required network services and a review of the funding model
Actions to achieve the priority
To tackle technical debt and improve the health of its application portfolio, the GC is:
- assessing the health of departments’ application portfolios
- devising and executing a strategy to rationalize and modernize applications using cloud‑first and common solutions as much as possible
- investing to sustain the application portfolio health and manage technical debt
Priority 1.2. Provide modern, reliable and secure networks and infrastructure
Secure networks and infrastructure are the foundations of digital government and of all government services.
Currently, the GC has 50 networks across the country. Many of them are old and cannot handle cloud, video and voice. They are complex, labour‑intensive, costly to maintain and lack the capacity to scale and to deliver the services Canadians need.
As the GC adopts alternative service delivery models such as public cloud and hybrid cloud, it must continue to provide a secure, reliable and interoperable service delivery environment for internal services and business applications that are hosted in cloud based environments. The GC must create a secure and resilient enterprise digital security ecosystem. We must build in privacy and security from the outset and use an information‑centric approach so that we can deliver services where only trusted and verified users can access protected assets. By applying a defence‑in‑depth, layered security approach, the GC will keep pace with evolving technology and practices and properly protect its information and assets.
SSC will replace single departmental networks with modern, consolidated, cloud‑first networks that are available anytime, anywhere and to anyone who needs them. To support continuous improvement and the move to a digital platform model that has common solutions and components, SSC will address accessibility requirements from the start.
As we work to make government networks and infrastructure more secure, we will continue to consider the particular needs of the GC’s high‑security organizations.
Actions to achieve the priority
The GC is working to provide reliable networks and infrastructure by:
- transitioning to a single, modern, end‑to‑end enterprise class network that users can access anytime, anywhere
- increasing network security
Strategic pillar 2: improve services
Individuals and businesses have said they want faster, easier access to GC services online. Long line-ups at service centres, lengthy call wait times and confusing websites diminish Canadians’ trust in their government, at home and abroad.
Duplication of efforts across departments results in inconsistent and inefficient services, and reliance on the most expensive channels. People expect the services they get from government to be as fast, reliable and easy-to-use as the services they get from the private sector. They also expect the government to keep their personal information safe and secure.
To build a world‑class digital government, we must:
- strive to continuously improve service delivery based on client and user feedback
- take an enterprise view to using data and information to fuel a seamless, “tell‑us‑once” experience
- ensure privacy and protect personal information
Other governments have proven that standardized approaches to data and common solutions are the keys to building an ecosystem where clients have convenient, reliable, timely and secure access to the services they need, without having to navigate the complex government structure. We in the GC must work together to do the same.
Priority 2.1. Improve the service experience of all clients
Client‑focused organizations are committed to continuously improving service delivery. They invest in obtaining quality data, gathering client insights, understanding users’ experiences, and measuring and improving service satisfaction. By making these investments, they build client trust.
For government, client focus means developing and delivering client‑centric service by design, as required under the Policy on Service and Digital. It means making sure that services:
- are accessible, inclusive, easy to use and secure
- protect clients’ privacy
- offer clients their choice of official language
To provide easy-to-access, modern and effective service, we need to increase the availability, reliability and security of online end‑to‑end services. Doing so will increase satisfaction and build trust in government. We need to go beyond traditional service delivery and to fully digital service delivery that lets clients access easy‑to‑use online services anywhere in the world, 24 hours a day, 7 days a week, and we must meet the needs of vulnerable populations that require specific forms of support.
Given the new digital reality, we need to make sure public servants have the knowledge, skills and mindset needed to deliver a digital‑first experience to Canadians. We also need to make sure they can respond to emergency needs with flexible service delivery, as highlighted under strategic pillar 4: transform the institution.
Actions to achieve the priority
The GC is working to improve the service experience for all clients by:
- using client feedback and user engagement in designing and continuously improving services
- increasing the availability and security of end‑to‑end online services
- making service dashboards public to inform clients of expected wait times and other service‑delivery metrics
Priority 2.2. Maximize public value of data and information
The GC’s multitude of programs and services collect, generate and hold an ever‑expanding array of data and information. Data is a strategic asset and is the “currency” of digital government, but our legislation, governance and standards don’t allow for consistent and effective sharing and reuse of data. Departments don’t always know the full breadth and depth of their holdings (or those of other departments); and people who need particular data can’t always access it, even from inside the GC.
To leverage the data and information the GC holds so that it can benefit of Canadians, we need to:
- define roles and responsibilities for data stewardship
- implement standards for accessibility and interoperability while protecting privacy and personal information
- build solutions to facilitate the secure exchange of data across levels of government and with trusted external partners while upholding ethical and inclusive democratic principles
We also need to continue promoting the open government values of transparency, accountability and participation. The 2018–2020 National Action Plan on Open Government lays out 10 commitments that underpin good digital government. We have made progress on these commitments, and we will set new targets in 2021. We must, however, act immediately to improve departmental practices relating to proactive disclosure and release of datasets if we are to maintain Canada’s standing in the international open government community. To help departments identify what areas they need to address and to help them set targets, TBS will develop an open government maturity framework and assessment tool.
The Access to Information and Privacy Online Request Service portal, launched in October 2018, brings transparency and client service together to help requesters identify which institutions likely hold the information they seek and to search for summaries of previously released access to information requests. The portal processed over 8,000 requests in 2019–20. Efforts continue to bring more institutions onto the portal. We need to continue improving the service experience by adopting a standard end-to-end process that will help us better meet our legislative commitments for timely response.
Actions to achieve the priority
The GC is working to maximize the public value of data and information by:
- developing and implementing enterprise standards for data and information accessibility, exchange and reuse, while protecting privacy and personal information
- enabling the secure, seamless and real‑time exchange of data across government departments and with external partners and trusted institutions
- increasing the maturity of open government practices
- identifying ways to improve response times for access to information and personal information requests
Priority 2.3. Build and use secure common solutions for digital service delivery
Over the past 50 years, most IT systems that help deliver government operations and services have been designed and built independently of each other. The lack of coordination has resulted in a complex technology landscape, which:
- makes it difficult to integrate systems to provide seamless client experience
- leads to high support and maintenance costs
- creates risks of data loss and other security failures
- lacks the flexibility and agility needed to deliver new services and benefits quickly
For clients, the lack of coordination means they have to:
- provide the same information every time they access a new service or benefit
- wait longer to confirm their identity when they sign up for a new service
- provide different information as proof for eligibility for different services
Our next step in creating a digital government is adopting a “government‑as‑a‑platform” service‑delivery model. This model relies on common components and data exchange to give clients a “tell‑us‑once” experience when they, for example, sign up for a service, complete forms or applications, communicate about that service, and pay service fees.
We need to work together to make outward-facing digital platforms and components consistent across the GC and to design them for the person or organization served. Examples of collaboration to date include:
- Notify, the first GC platform service that lets departments update clients quickly, consistently, reliably and securely by email and by text message. The Canadian Digital Service developed the application in collaboration with the Ontario Digital Service and industry partners. Notify is being used for the exposure‑notification component of the GC’s COVID Alert app.
- Benefits Finder, a tool that provides individuals with information on federal, provincial and territorial benefits programs available to them. The Canadian Digital Service built this open-source web-based tool in collaboration with Employment and Social Development Canada, the Canada Revenue Agency and with input from Canadians. Benefits Finder will be updated continuously as new benefits programs become available.
Actions to achieve the priority
The GC is working to build and use common solutions for digital service delivery by:
- establishing the OneGC platform, a single window on Canada.ca to access integrated GC services using any device
- implementing a common and secure approach to digital identity
- using a single trusted sign‑in to authenticate and verify the identity of individuals and businesses that access government services online
- replacing thousands of PDFs and paper processes with online forms and making sure people can get updates quickly and easily by email or text message through an opt‑in notification service
- embracing emerging and leading practices, including reusing data and using common solutions and components, where appropriate, to enable interoperability across services
Strategic pillar 3: implement enterprise
Some departments continue to work in silos, leading to duplication of effort and increasing the likelihood of costly failures.
The increasingly complex flow of data and information makes it difficult for departments to share and develop services and products that work across government, which can result in a negative user experience. Individuals and businesses need and expect modern, secure, reliable technology and data. To meet those needs and expectations, the GC needs a workforce that has the right digital skills and tools, forward-thinking leaders and forward-looking governance models.
As we transition to a more digital government, we will need to leave our silos and take an enterprise-wide approach to information management, data stewardship, and IT operations, tools and assets. By collaborating more, we will speed up the pace of improvements and innovations.
We will continue to enhance enterprise governance and integrate it into government operations to ensure that decisions are based on evidence and take into account business needs alongside technological and information considerations, from conception through to delivery and beyond.
Unlocking the potential of data will help us improve services, protect users’ privacy, support evidence‑based decisions and create internal efficiencies. We will ensure the appropriate access, use and sharing of data assets by implementing robust data and information governance and stewardship that focuses on security, integrity and protecting personal information.
To ensure that we give Canadians a digital‑first experience, we will equip our employees with modern, accessible workplace tools and devices.
The deputy minister committee will bring together internal and external experts who have experience in implementing modernization initiatives in order to enable and support the departments that are responsible for transforming core services.
Priority 3.1. Manage and use data and information as strategic assets
In addition to maximizing the public value of data and information (strategic pillar 2, priority 2.2), we need to improve how we manage, use and protect these strategic assets.
We need to use the vast amount and variety of data and information the GC collects, creates and holds (including personal, financial, geospatial, scientific and statistical data and information) to make better decisions, provide better advice to ministers and design better policies and programs, and in turn, fuel a better service experience. In doing so, we need to apply a balanced approach that makes protecting sensitive information a priority.
In November 2018, the Clerk of the Privy Council released the Data Strategy Roadmap for the Federal Public Service. Developed by the Privy Council Office (PCO), TBS and Statistics Canada, the strategy, made recommendations structured around 4 themes:
- stronger governance
- improved data literacy and skills
- enabling infrastructure and legislation
- more focused treatment of data as a valuable asset
Stronger governance calls for a government‑wide approach to rules, processes, roles and responsibilities that aligns with international standards and that will allow the GC to make the best use of its data and information. TBS will lead this work to strengthen governance, in collaboration with PCO, Statistics Canada and other stakeholders across government. Together, we will also build a central view of government data to enable sharing, exchange and reuse; reduce duplication; increase quality; and expose new opportunities for service improvement.
Over the next 3 years, we will better align our efforts to build a strong foundation for the strategic management of data and information across the GC. This plan identifies actions to fulfill some of the priorities set out in the Data Strategy Roadmap. These actions will help ensure that departments and agencies, regardless of their progress on implementing their own data plans, invest in projects and activities that align with or complement the GC’s overall direction.
Actions to achieve the priority
The GC is working to better manage and use data and information as strategic assets by:
- creating effective governance structures, roles and responsibilities
- building and using a common data reference model and an inventory of government data assets
- defining a government data quality framework
Priority 3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity
We are making progress on integrating our planning and management of service, information, data, IT, and cybersecurity. Integrated planning using the right data, processes and technology, will help provide data‑driven insights across the GC portfolio of investments, assets and services.
We will make data and information more visible across the GC enterprise to:
- better align priorities
- make proactive and timely decisions
- implement effective policies
This increased visibility will help:
- unify projects, products, capabilities
- simplify activities
- make people and processes more productive
- streamline the technologies in use
- let public servants do their jobs better, faster and more easily
- better serve Canadians
We will respond to changes in business needs and better leverage new technologies by enabling agile product‑management approaches to meet peoples’ evolving expectations. We have made good progress by developing and implementing policies; we accelerated our digital transformation in response to the COVID‑19 pandemic; and we have learned from our response to the pandemic. We need to do more to address institutional barriers, including barriers to modern funding, to procurement and to governance models.
To address key challenges in the current GC enterprise ecosystem, including reducing silos, eliminating unnecessary redundancies and addressing the problems posed by legacy systems, we have defined a target‑state model for the digital enablement of GC services. The GC Service and Digital Target‑State Enterprise Architecture, will help us:
- better coordinate our transformation efforts
- focus on users and service delivery when considering new IT solutions or modernizing old ones
- make sure our IT investments align with business services
To reduce unnecessary redundancy, solutions will use reusable components for implementing business capabilities. This reuse will be enabled using published application programming interfaces (APIs) and will be shared across the GC.
When implementing the GC Service and Digital Target-State Enterprise Architecture, we will systematically consider IT investments from a whole‑of‑government perspective. We will assess new digital investments against the criteria set out in the revised GC Enterprise Architecture Framework. See Appendix C for a visual representation of the GC Service and Digital Target-State Enterprise Architecture.
To inform decision-making across the enterprise and to protect assets, we will continue to monitor the digital environment and the cyberthreat and risk landscape. We will respond to cybersecurity events quickly, consistently and in a coordinated manner by continuously improving the Government of Canada Cyber Security Event Management Plan (GC CSEMP) 2018, our operational framework for managing cybersecurity events. This will in turn ensure the sustained delivery of programs and services.
Actions to achieve the priority
The GC is planning and governing for the sustainable and integrated management of digital services by:
- implementing a target‑state enterprise architecture GC-wide for the digital enablement of services
- providing decision‑makers with horizontal visibility for the integrated management of service, information, data, IT, and cybersecurity GC-wide
Priority 3.3. Deploy modern and accessible workplace tools and devices
The COVID‑19 pandemic has increased the need for more modern work tools. Within days of the pandemic being declared in March 2020, most federal public servants began working from home. Within a few months, a good portion of them were using new collaboration tools that had integrated video and voice features. Departments continue to roll out new tools for employees.
Day‑to‑day operations have undergone a seismic shift. We must continue to push to get public servants the tools and devices they need to be productive and collaborate in this new reality, regardless of ability or disability. For some, this means tools and devices that let them shift permanently or partially to working from home. For others, it means better tools, devices and access so that they can work from a mobile or virtual office out in the field. And for still others, it means specialized tools, access and platforms for research and data analytics.
Our efforts will complement the Accessibility Strategy for the Public Service of Canada.
We will implement security safeguards based on the sensitivity and value of information and will make sure they have minimal impact on users.
Actions to achieve the priority
The GC is working to deploy modern, accessible tools and devices for all employees, regardless of ability or disability. It is:
- providing a suite of accessible, modern and secure, cloud‑based tools for enhanced productivity, collaboration, video conferencing and email
- equipping the GC workforce with modern workspaces and secure workplace devices
- establishing enterprise standards for back-office tools and solutions
Strategic pillar 4: transform the institution
Outdated approaches, and complex processes and governance structures are making it difficult for departments to deliver on their mandates and serve the public, and for the GC as a whole to implement changes rapidly. As a result, performance and security risks have increased.
Digital government means modernizing and adapting the way we work so that we can compete in a fast‑changing world and ensure that government remains responsive, resilient, and most importantly, relevant. Our digital capacity underpins our ability to deliver every service and implement every policy initiative. But it’s not just about technology; it’s also about people, process and culture.
For public service culture and processes to change, public servants must be flexible, collaborative, digitally knowledgeable and supported by leaders who facilitate and enable the transformation. We are working to tackle long-standing institutional barriers to change and innovation, including cumbersome governance systems and procurement practices, and a lack of digital skills.
To strengthen the foundations needed to improve digital service delivery across government, we need to make sure employees have the right digital skills, are in the right place, and are supported by enabling leaders. And we need to build a diverse workforce made up of top‑notch talent. Our current recruitment approaches are not resulting in hires who have the skills required for digital transformation initiatives. We will promote enterprise‑wide recruitment and talent management initiatives and will increase the representation of women and diversity groups in information management, information technology and cybersecurity.
The deputy minister committee will examine and make recommendations on the institutional barriers to transformation, focusing on addressing challenges and achieving outcomes based on milestones. It will seek to make governance more flexible and responsive to the realities of transformation, explore new and iterative approaches to funding and procurement, and look for new ways to attract and retain talent.
We are also working to make project design and implementation more agile by using modern approaches, by focusing on product management and by better balancing oversight and accountability.
For example, TBS, PSPC and SSC are improving the technology‑related federal procurement regime. The Next Generation Human Resources and Pay Initiative team consulted over 3,000 public servants to find out what they’d like to see in a new human resource and pay system. The team contacted industry and other stakeholders to see what was technologically possible. The team worked in the open, sharing regular updates and key milestones. The team also used an innovative procurement process to select 3 qualified vendors. We will build on this new approach for comparable initiatives.
Priority 4.1. Support fully digital delivery by managing a government-wide culture shift
For GC public servants, a digital mindset requires a significant culture shift.
The GC Digital Standards, which place the client at the centre, outline how we must work differently in the digital age. These standards, which will evolve over time, form the foundation of the government’s shift to making its operations more iterative, agile, open and user-focused.
Managing and implementing a government-wide culture shift to support digital delivery requires a commitment to digital transformation. It also requires funding, change management and solid leadership to create the conditions where we can rapidly collaborate, improve and innovate in the new digital reality.
The 2021–2024 DOSP provides the strategic direction, priorities and decisive actions to accelerate our transformation efforts. It will also help us work together to use new and emerging technologies in innovative and responsible ways, while meeting user, accessibility, security, privacy, data stewardship, and information management requirements.
By collaborating, learning, innovating and working strategically across silos, CIOs and their staff will play a leadership role in making digital government a reality. They will need to work alongside operations and program‑ and service‑delivery teams to ensure an integrated approach.
Launched in 2018, the Canada School of Public Service’s (CSPS’s) Digital Academy plays a key role in providing opportunities for public servants to increase their digital literacy and skills in areas including change management.
Actions to achieve the priority
The GC is working to manage a government-wide culture shift to support digital delivery by:
- developing guidance and tools to help departments adopt the GC digital standards
- building an agile management framework and adopting product-management approaches in order to manage funding, procurement and governance
- working with the CSPS’s Digital Academy to make sure deputy heads, executive sponsors for projects and programs, and all public servants have the change management expertise they need
Priority 4.2. Build a workforce for digital first delivery
To make digital government a reality, the GC needs to make sure public servants have the right knowledge, skills and mindset. It must therefore invest in training and professional development and attract and retain top‑notch talent.
This talent will need to reflect the diversity of the clients it serves to help make programs and services inclusive and accessible in principle and by design. We will make staffing more flexible to increase the representation of underrepresented groups by, for example, using employment equity groups as screening or selection criteria in recruitment and staffing. We will also make data‑driven decisions by taking into account gender and other diversity markers and by promoting anti‑bias training.
We also need to make data‑driven decisions about talent mobility and career management, and we must respond strategically to critical skills gaps.
We must also actively create a working environment that promotes psychological safety.
The Digital Academy offers digital literacy and skills development for public servants in areas such as service design, product management, change management and cloud computing. We will need to continue to build and manage these digital skills, with an emphasis on data literacy and cybersecurity.
Data fuels the scale of horizontal collaboration and interoperability across government programs and services. The quick, targeted decision‑making required for agile delivery relies on accurate and timely data. Leaders, policy-makers, program managers and front‑line delivery officers must all be able to understand, analyze, interpret and present data in their day‑to‑day realities.
Cybersecurity awareness programs and technical cybersecurity training initiatives for employees are already in place. They keep our infrastructure secure, protect the sensitive data that the GC manages, and train employees so that they design and deliver digital services to Canadians in a safe, secure and trustworthy manner.
Recognizing the rapidly changing digital landscape characterized, we will ensure that we have access to the right skills, ideas and innovative approaches when needed.
Actions to achieve the priority
The GC is building a workforce for digital‑first delivery by:
- developing skills for digital delivery, data literacy and cybersecurity
- attracting and retaining talent for a digital‑first workforce
Appendix A: Related policy instruments, guidance, plans and strategies
Related policy instruments
- Policy on Access to Information
- Policy on Communications and Federal Identity
- Policy on Green Procurement
- Policy on Government Security
- Policy on Management of Materiel
- Policy on Official Languages
- Policy on the Planning and Management of Investments
- Policy on Privacy Protection (interim policy)
- Policy on Results
- Policy on Service and Digital
- Directive on Automated Decision‑Making
- Directive on Identity Management
- Directive on the Management of Projects and Programmes
- Directive on Open Government
- Directive on Security Management
- Directive on Service and Digital
Related guidance
Related plans and strategies
Appendix B: Minister of Digital Government Mandate Letters
Appendix C: Government of Canada service and digital target state enterprise architecture
The Service and Digital Target‑State Enterprise Architecture depicts the Government of Canada’s future state. The diagram is divided into several parts, based on industry best practices, including business architecture, information and data architecture, application architecture, technology architecture and security. The adoption and execution of this model are addressed in this DOSP under strategic pillar 3 (3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity).
Appendix D: Progress report on 2018–2022 DOSP strategic actions
The table below highlights strategic action items that were part of the 2018–2022 DOSP and provides a progress update.
“Closed” means that the item was completed or that the action identified in 2018 has been incorporated as an ongoing activity for TBS/OCIO and that engagement with departments can be expected through regular channels.
Number | 2018 action title | 2018 action description | Status | Comments |
---|---|---|---|---|
1 | Develop digital policy |
Changes to IM and IT policies will serve as the foundation of ongoing work to develop a new digital policy. The new policy will integrate and evolve Treasury Board policies on service, IT, IM and elements of cybersecurity into a policy that better reflects the current operational environment of departments and drives more transformational change toward a digital government. |
Closed |
Introduction of the Policy on Service and Digital and its associated directives were published in July 2019 and came into force on April 1, 2020. |
2 | Promoting user‑focused design |
To promote the digital standard of “Design with users,” the Treasury Board of Canada Secretariat (TBS) will work with government user experience practitioners to identify and address administrative barriers to user research, provide guidance on user research practices, and encourage departments to adopt user research methods and activities as a key component of designing and building services, programs and operations. |
Closed |
TBS introduced the GC Digital Standards (September 2018), as well as the mandatory requirements for GC Architectural standards (December 2018), which formalize the principles that must be adhered to. |
3 | Service standards and real‑time performance reporting |
The current Treasury Board Policy on Service has a requirement that priority services have service standards and real‑time reporting on the performance of services, and the Government of Canada Service Strategy has identified this as an area of continued focus. In the context of the digital policy, consideration is being given to expanding these requirements to cover most or all services. Departments must aim to have meaningful service standards and real‑time performance reporting in place for priority services as soon as possible and should consider establishing different types of service standards to monitor access, accuracy and timeliness for their full range of services. |
Carry forward |
This work is further reflected in strategic pillar 2 (2.1. Improve the service experience of all clients) of the 2021–2024 DOSP. |
4 | Real‑time service application statuses |
In the Policy on Service, there is a requirement for departments to develop real‑time application status update systems for priority services by November 2017, and the Government of Canada Service Strategy has identified this as an area of continued focus. In the context of the digital policy, consideration is being given to expanding these requirements to cover most or all services. Nevertheless, CIOs and departments and agencies should aim make this functionality available to users. |
Carry forward |
TBS will work with departments and agencies to meet these requirements. This work is reflected in strategic pillar 2 (2.1. Improve the service experience of all clients) of the 2021–2024 DOSP. |
5 | Develop a OneGC Platform Strategy |
OneGC Platform is the Omni Channel Digital Strategy for the GC, in which services and technology solutions are designed to be user‑centric and interoperable. Omni channel can be defined as a fully synchronized operating model in which the government’s service channels present as a single presence to the citizen on any platform, through any device and with any partner. TBS will provide leadership and central coordination for OneGC Platform, including working with partners within and outside the government. |
Carry forward |
This work is reflected in strategic pillar 2 (2.3. Build and use secure common solutions for digital service delivery) of the 2021–2024 DOSP. |
6 | Horizontal review on information sharing |
From 2018 to 2020, TBS and key service delivery departments will build on this initial feasibility study and undertake a horizontal review on information‑sharing and privacy. This will identify barriers to information‑sharing and make recommendations on how to eliminate roadblocks to “tell us once” government services while strengthening privacy oversight. This review will set the foundation for recommendations and potential policy changes in the future. |
Closed |
TBS OCIO completed this work in 2019, with proposals provided. |
7 | Shift culture and processes toward open by design |
To achieve the vision of a more transparent, accountable and responsive government, an “open government” lens needs to increasingly be applied to new or renewed program and service design and at all stages of policy and program development and implementation. The long‑term goal is to transform the work processes and culture of the public service to one where programs, services and information are open by design. TBS will lead work that includes designing new processes, protocols and standards to enable and facilitate the proactive release of government data and information by default. The government will continue with Phase 2 of the Open‑by‑Default project, where we will improve the process of releasing unclassified working documents to the public. |
Closed |
TBS continues to lead work that includes designing new processes, protocols and standards to enable and facilitate the proactive release of government data and information by default. |
8 | 2018 to 2020 Open Government Action Plan |
As part of its Open Government Partnership membership, Canada expects to release the 2018 to 2020 National Action Plan on Open Government in fall 2018. The draft plan includes 10 commitments on topics ranging from digital government and services, to open science, to reconciliation and open government. These actions will supplement this strategic plan. |
Carry forward |
The National Action Plan on Open Government (https://open.canada.ca/en/content/canadas-2018-2020-national-action-plan-open-government) was published December 2018. Due to the COVID‑19 pandemic, the Open Government Partnership has extended the implementation of the plan to 2021. |
9 | Access to Information portal |
A new Access to Information and Privacy Online Request Service portal was launched on October 10, 2018. This portal, designed through user testing, uses artificial intelligence to enable requesters to search for summaries of previously released access to information requests and help requesters identify which institutions would likely hold the information they seek. It also allows for electronic payments and electronic transfer of the request to federal institutions. The solution will continue to be iterated through additional user testing, and institutions will continue to be phased in until all institutions (more than 260 of them) subject to the Access to Information Act and the Privacy Act are receiving requests through this service. To reduce the administrative burden on federal institutions and to improve service to Canadians, efforts are currently underway to digitize the end‑to‑end access to information and personal information requests by 2021. |
Closed |
TBS deployed a new Access to Information and Privacy Online Request Service portal on October 10, 2018. |
10 | A Public Service Accessibility Strategy and Action Plan |
A Public Service Accessibility Strategy and Action Plan will be released in 2019 to guide efforts to remove barriers to accessing government information and services, and to ensure that all public service employees with disabilities have the tools and support they need to contribute to their full potential. This strategy and action plan will explore what guidelines, training and tools on accessibility by design are needed to ensure that the public service has the expertise and awareness to promote accessible government. |
Closed |
In June 2019, the Office of the Public Service Accessibility published “Nothing without us: An accessibility strategy for the Public Service of Canada” to remove barriers to accessing government information and services, and to ensure that all public service employees with disabilities have the tools and support they need to contribute to their full potential. |
11 | Incorporate digital principles into operations, programs and service design |
In 2018, TBS developed a set of digital standards to guide digital development in the Government of Canada based on international best practices. These principles will guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem. These principles will need to be built into policy, operations and program development, including building accessibility by design, privacy by design, designing with users and working in the open. TBS will be working on socializing these standards across government, and departments should begin to use them to guide their policy, operations and service design work. |
Closed |
In September 2018, TBS developed a set of digital standards to guide digital development in the GC based on international best practices. These principles guide and shape how government information, technology and service delivery will be managed in a new digital ecosystem. |
12 | Improving Canada.ca content through targeted user‑based initiatives |
The TBS Digital Transformation Office is working on projects with federal departments to make it easier for people to find and understand Government of Canada information and services on Canada.ca. For each project, the office co‑creates prototypes, sets concrete usability targets and runs usability tests with Canadians, trying to improve to address specific questions that people have about specific Government of Canada services. For a prototype to launch, it must make it at least 20% easier for people to get the right answer. |
Closed |
Closed as an ongoing activity. |
13 | Better management of mobile applications |
As part of the overall web strategy, it was announced in the 2017 to 2021 GC IM‑IT Strategic Plan that the government will develop a strategy and framework for the development and management of mobile applications that are easy to use and trusted, with an approval process. Approved Government of Canada mobile applications will be identified on Canada.ca and available through application stores. Before creating a downloadable mobile application, departments should develop clear use cases and determine whether more accessible options will achieve their desired results. |
Carry forward |
Departments should develop clear use cases and determine whether more accessible options will achieve their desired results. This work is reflected in strategic pillar (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
14 | Compatibility with personal voice assistants |
The government is working to make government information easier for personal assistants to search so that these devices could serve as a window to access services in the future. Consistent with the government’s policy approach on optimizing for mobile devices, government interfaces through personal voice assistants should be an optional information channel that complements, rather than replaces, other information channels for those that opt into these third‑party platforms. |
Closed |
In line with the GC Digital Standards (September 2018) requirement to build in accessibility from the start:
|
15 | Implement enterprise IT service management tools |
IT service management (ITSM) refers to an organization’s planning, delivery, operations and control of IT services offered to clients. Departments traditionally have implemented their own ITSM tools. Such tools are expensive to implement and maintain, and the diversity of tools affects overall ITSM efficiencies. Moreover, service request and trouble tickets do not flow easily within and between departments and tool sets. SSC will put in place enterprise ITSM tools and make them available to all departments. Doing so will bring consistency to the practice of ITSM and, more importantly, reduce the cost and delays of fulfilling service requests. |
Carry forward |
In March 2020, SSC received GC EARB endorsement of the projects next steps. The targeted completion is August 2022. This work is reflected in strategic pillar (Implement enterprise) of the Digital Operations Strategy 2021–2024. |
16 | Workload migration and cloud adoption |
Given the risks posed by aging data centres, TBS and Shared Services Canada (SSC) are leading the Workload Migration initiative, working with departments and agencies to migrate their applications from legacy data centres to new infrastructure in either enterprise data centres or cloud services. |
Carry forward |
This work is reflected in strategic pillar 1 (1.1. Strengthen the overall health of the government’s application portfolio) of the 2021–2024 DOSP. |
17 | Complete telecom and network consolidation |
To streamline and modernize the government’s network infrastructure and services, SSC will eliminate unused phone lines and migrate departments from outdated and costly legacy phone systems to wireless devices and VoIP (voice over Internet protocol) service. SSC will also work with departments to:
|
Carry forward |
SSC will work with departments to:
This work is reflected in strategic pillar 1 (1.2. Provide modern, reliable and secure networks and infrastructure) of the 2021–2024 DOSP. |
18 | Ensure IT infrastructure sustainability |
A sustainable funding model must take into account the regular renewal cycle of IT infrastructure assets and the appropriate level of investment. TBS and SSC will explore alternative financial and service delivery models to address IT renewal. Budget 2018 announced significant funding over 6 years to improve the management and provision of IT infrastructure for the Government of Canada. A revised funding model will complement these new investments, with a goal of ensuring that a clear and predictable funding source is available for both existing and new IT infrastructure requirements. |
Closed |
The evolution of an enterprise approach for delivering digital services while improving the user experience by consolidating, modernizing and standardizing networks, tools and services as addressed by SSC 3.0. |
19 | Establish SSC asset inventory and baseline |
SSC will create an inventory of assets to establish a baseline that can be used to inform prioritization discussions at the Committee on Enterprise Priorities and Planning (CEPP) and ensure that work is focused in the most important areas, such as evergreening and managing organic growth. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible tools and devices) of the 2021–2024 DOSP. |
20 | Network connectivity |
The government requires a diverse network landscape to deliver on its digital government vision. To begin, high‑performing Internet service is required to enable citizens’ interactions with their government through multiple channels, as well as public servants’ use of digital, telepresence and cloud‑based tools. In this way, reliable and responsive networks will be the highway upon which the government’s data travels. In parallel, the government will continue to support special purpose networks, such as the Government of Canada’s secret network and science network. Dedicated, reliable network connections to cloud service providers are also a prerequisite to government cloud adoption at an enterprise scale, ensuring CIOs can fulfill their cloud‑first policy requirement. This diverse landscape of networks will continue to evolve as data volumes increase and locations of data change over time. |
Carry forward |
This work is reflected in strategic pillar 1 (1.2. Provide modern, reliable and secure networks and infrastructure) of the 2021–2024 DOSP. |
21 | Secure the government’s evolving perimeter |
Although the Internet is a game changer in how the public service accesses and shares information, it also brings considerable risk. Malicious software (malware) can compromise any number of these platforms and seriously impact digital systems and disrupt government operations. As the government adopts alternate service delivery models such as public cloud and hybrid clouds, it must continue to provide a secure, reliable and interoperable service delivery environment for internal services and business applications that are hosted in cloud‑based environments. At the same time, the government must continue to protect against cyberthreats at critical ingress and egress points on the government enterprise network, both on premises and in the cloud. The government has implemented world‑class monitoring services and defensive measures at its network perimeter through SSC‑managed gateways. To address risks to its network, the government is standardizing protection and creating a secure, government‑wide perimeter that will protect government data both on premises and in the cloud. TBS, the Communications Security Establishment (CSE) and SSC are establishing additional trusted interconnection points between the government network and external partners to:
Departments that do not currently use SSC Internet services will be migrated to the SSC‑managed enterprise network and will use SSC Internet services exclusively. These actions will reduce the risk of rogue, ad hoc or unauthorized connections to and from the government’s networks. They will also enhance the government’s ability to monitor data that crosses the government perimeter and ensure maximum protection of government information assets. In addition, with government workloads now shifted to the cloud, the government must adapt its approach to securing this evolving perimeter, including applying an information‑centric approach. By establishing a risk‑based adaptive service that protects the information systems and data processed and stored in cloud‑based government digital services, the government will fulfill its cloud‑first policy requirement while maintaining continuous awareness of the cyberthreat landscape. |
Carry forward |
Departments that do not currently use SSC Internet services will be migrated to the SSC‑managed enterprise network and will use SSC Internet services exclusively. |
22 | Implement endpoint security profiles |
Malicious parties frequently seek out exposed or misconfigured public‑facing services or equipment to gain access to IT systems and information. Endpoint devices such as laptop computers, tablets, mobile and portable devices, and servers provide a doorway for such threats. Malware, rootkits (software tools to gain control of a system) and phishing can lead to the loss and compromise of government data, including personal information. Operating systems and applications that use default configuration settings typically include unnecessary components, services and options. These default settings are well known and easily discovered using automated tools. In the enterprise context, weaknesses and misconfigurations in an organization’s systems could be exploited and expose organizations to unnecessary risk. The goal of this initiative is to evolve endpoints to be more resistant to attack and reduce security incidents due to insecure endpoints. As successful attacks cannot be realistically eliminated, an associated goal is to limit the damage that can occur when an attack succeeds. In addition to establishing administrative processes and tools to proactively quarantine threats when identified, making the government’s endpoint devices more resistant to attacks is key to securing the government enterprise. Recognizing the risk posed by misconfigured endpoint devices, SSC, in consultation with TBS and CSE, will develop endpoint device profiles, for use by departments and agencies. These standardized profiles will be based on security best practices and will represent securely configured operating systems and applications. The profiles will be validated and refreshed regularly to update their security configuration. Additional security controls, such as host‑based intrusion prevention and application whitelisting (a computer administrative practice used to prevent unauthorized programs from running) and user agents to facilitate data‑sharing will be implemented to further ensure the integrity of systems and information. |
Carry forward |
This work is reflected in strategic pillar 1 (1.2. Provide modern, reliable and secure networks and infrastructure) of the 2021–2024 DOSP. |
23 | Implement an enterprise approach to vulnerability and patch management |
The government must ensure that vulnerabilities are identified and remediated quickly to minimize the risk of intrusion and potential loss. Failing to promptly apply security‑related patches and updates can result in exposed vulnerabilities and may lead to serious security incidents. Applying patches to operating systems, applications and devices is a critical activity in ensuring the security of systems, maintaining trust in connected assets, and reducing the government’s attack surface. Good configuration management practices include patch management and will alleviate one of the leading causes of security issues in large enterprises. TBS and SSC will implement an enterprise‑wide vulnerability and patch management capability to systematically detect and remediate vulnerabilities. Departments will:
|
Closed |
Closed as an ongoing activity. |
24 | Manage and control administrative privileges |
Departments also need to manage internal risks to the security of their IM and IT environments. Privileged accounts (such as those of local or domain administrators and those of other users who have elevated access) are the most powerful accounts in any organization and are therefore appealing targets for attackers. TBS, SSC and departments will work together to minimize the misuse of any account that has elevated privileges, either malicious or accidental. They will implement tools and processes to ensure that all privileged accounts are managed, controlled and monitored properly, and have strong authentication mechanisms (for example, multi‑factor authentication). Departments will also implement measures to manage and control the life cycle of and access to privileged accounts, including:
|
Closed |
As per the Digital Hygiene Status Report, tools and processes have been implemented to ensure that all privileged accounts are managed, controlled and monitored properly, and have strong authentication mechanisms (for example, multi‑factor authentication). Departments have measures to manage and control the life cycle of and access to privileged accounts, including: • privileged account management processes and technologies • audits and reviews to confirm validity of privileges • continuous monitoring to look for uncharacteristic behaviour. |
25 | Protect transactions to and from external‑facing digital services |
As more Canadians interface electronically with the government, the amount of sensitive information transferred to and from government services will increase. To maintain maximum trust in online transactions, the government must protect them. Implementing secure protocols by default, such as HTTPS, DNSSEC and DMARC, along with approved encryption algorithms, increases the level of confidence that users are accessing a legitimate service and that their communications remain private and free from interference while offering a level of security and privacy that users expect from government services. TBS has established an “HTTPS everywhere” standard that requires departments to use the HTTPS protocol for all external, publicly accessible websites and web services and will continue to monitor departments’ progress in implementing the standard. TBS will continue to develop guidance to ensure that web services that serve primarily non‑browser clients, such as APIs, are also configured with HTTPS by default. |
Closed |
Closed as an ongoing activity. TBS has established an “HTTPS everywhere” standard that requires departments to use the HTTPS protocol for all external, publicly accessible websites and web services and will continue to monitor departments’ progress in implementing the standard. TBS will continue to develop guidance to ensure that web services that serve primarily non‑browser clients, such as APIs, are also configured with HTTPS by default. |
26 | Implement a trusted digital identity for public‑facing services |
A trusted digital identity system is fundamental and a key enabler to seamless and frictionless security, in digital systems. Today, Canadians and the general public can securely access Government of Canada online services by signing in with an online banking credential (such as username and password) from Canadian financial institutions through the Credential Broker Service, or they can use the Government of Canada–branded credential service, known as GCKey. The existing cyberauthentication service is evolving and has been rebranded as Sign-In Canada. Building on the existing solution and maintaining an enterprise approach, TBS and SSC are developing a renewed cyber-authentication service. The goal is to enable the service to accept trusted digital identities from provincial and territorial governments in addition to credentials provided by the private sector. The service is designed to be cost-effective, secure and convenient for users, meet current business needs, and support enhanced functionality required for future federated identity and digital service delivery initiatives. By adopting approved trusted digital identity frameworks, the government will establish a common approach that will facilitate connections with various levels of government across Canada. Using open standards will increase usability and improve interoperability of private sector credentials and internationally accepted trusted digital identities within a larger standards-based digital identity ecosystem. In developing public-facing digital services that require authentication, departments will use this common enterprise solution. |
Carry forward |
This work is reflected in strategic pillar 2 (2.3. Build and use secure common solutions for digital service delivery) of the 2021–2024 DOSP. |
27 | Implement an internal authentication service for government workers |
The intended outcomes for internal identity, credential and access management include:
Under TBS’s leadership, SSC will implement an internal identity and credential management service tailored to the level of assurance required for particular business processes. For example, a unique digital identity will be needed to authenticate employees, contractors, trusted guests and any other authorized users who access internal government networks and systems. Departments will migrate applications to this enterprise service when their applications are upgraded as part of regular life-cycle maintenance of assets and will ensure that new applications integrate with this enterprise service when implemented. |
Carry forward |
This work is reflected in strategic pillar 2 (2.3. Build and use secure common solutions for digital service delivery) of the 2021–2024 DOSP. |
28 | Implement an enterprise secure communication service for classified information |
Every day, departments create, store and process classified information. Failure to protect this information could lead to:
Although several special environments allow some departments to safely share classified information, there is no common solution implemented government-wide. Established by SSC, under the strategic direction of TBS and supported by CSE, the Government of Canada Secret Infrastructure (GCSI) will implement a single, common and integrated enterprise-wide secret-level network to enable classified data to be securely transmitted, stored and processed across departments. Departments will leverage this service to ensure that classified information is managed accordingly. Classified voice and mobile capabilities will also be implemented for users who need to regularly discuss classified information. |
Closed |
The GC Secret Infrastructure (GCSI) has been implemented to provide a single, common and integrated enterprise-wide secret-level network. This is helping enable classified data to be securely transmitted, stored and processed across departments. |
29 | Improve enterprise data‑loss prevention |
As the government becomes more open by default, it must ensure that sensitive and protected information is not disclosed inadvertently. Preventing the unauthorized transfer or release of sensitive information involves first identifying sensitive data and then protecting it through adequate encryption and access controls. Unauthorized data flows and operations must be monitored, detected and blocked. TBS has established a framework to support an enterprise approach to data loss prevention that relies on an information life cycle and IM solutions. SSC, with departments, will implement the framework to minimize the risk of unauthorized disclosure and inadvertent leakage of that sensitive government data. |
Closed |
Closed as an ongoing activity. |
30 | Enable comprehensive understanding of endpoint devices |
Shifting from a traditional network-centric approach to one that focuses on protecting its information throughout the government and beyond increases the required trust level of the components in the system used to access the information. Understanding user behaviour and the set of assets that underpin a digital environment is essential to knowing what to protect and enables the government to be more proactive and efficient when responding to threats and attacks. Asset and configuration management are key elements of ensuring system security. The government must be able to proactively and accurately determine and monitor:
Ensuring that endpoint devices (for example, desktop, laptop, tablet and mobile devices) that pose a risk to the enterprise can be identified allows the government to be more effective when responding to threats and attacks. Understanding the landscape requires an understanding of the assets in the government environment. Supporting mechanisms that automate the gathering and analysis of the inventory of assets are critical to ensuring service efficiency amid a growing set of connectable devices, both controlled and not controlled. Under TBS’s leadership, SSC and other departments will acquire and implement tools and processes to enable a real‑time, enterprise view of the current status and configuration of government endpoint devices. Such information includes:
|
Carry forward |
The execution of this will be shared with the asset inventory (number 19) and Implement endpoint security profiles (number 22). |
31 | Enhance awareness of enterprise cyberthreat and risk environment |
Departments are accountable for managing cyber‑risks to their particular program areas. However, as the government adopts an enterprise approach and programs and services become more integrated, it will be imperative that cyber‑risks also be managed at the enterprise level. Key to effectively managing enterprise‑wide risk is understanding the changing cyberthreat landscape (for example, who is trying to exploit government networks and systems, by what means and for what purpose). A better understanding of the threat environments allows organizations to take a risk‑based approach and focus cybersecurity efforts and resources rather than attempt to protect against all possible threats. Departments indicate a strong desire for a more proactive approach for government cybersecurity that emphasizes research and innovation in order to keep pace with emerging threats, technologies and trends. Departments have a strong desire to work cooperatively to:
TBS is establishing a centralized capability to conduct governance, risk and compliance management activities in order to gain a holistic picture of cyber‑related business risks in the government. This capability pulls together data from multiple sources, for example, threat assessments, risk registers, investment plans, audit results and critical asset listings, to feed a consolidated enterprise view of cyber‑risks. TBS and CSE will work, with support from SSC, and in collaboration with departments, to establish holistic data sharing across all boundaries and levels of IT security within the government, which is essential to ensuring full awareness of activity on the growing and increasing attack surface. Further, continuous monitoring of the cyberthreat and risk landscape will inform decision‑making and influence how corrective actions are prioritized across the enterprise to ensure maximum protection of government assets. Automated information‑sharing will ensure that the information that security operations teams require is provided on an ongoing and consistent basis, in a timely manner, from both vertical and horizontal sources, within and from outside the government. Ultimately, comprehensive awareness and understanding of the business technology environment require establishing a collaborative information‑sharing culture. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
32 | Document roles and responsibilities for IT and IT security |
Departments have a role in managing and delivering IT. TBS will work to elaborate and document the roles and responsibilities of departments, SSC, Public Services and Procurement Canada (PSPC) and central agencies for delivering IT services and implementing the government’s digital Strategic Plan so that roles and responsibilities are clearly defined, communicated and executed. They will be clarified through the new digital policy. TBS will also continue to provide clear direction to departments on IT security roles and responsibilities, including security‑control objectives and other security‑related requirements. |
Closed |
The role of departments in managing and delivering IT is now included in the Policy on Service and Digital. |
33 | Improve insider threat protection |
Although external threats to the government pose a great risk to the disruption of services and unauthorized disclosure of government information, threats also exist within the government. With its responsibility for maintaining large amounts of sensitive data, the government needs to minimize the risk of unauthorized disclosure. Those with access to internal networks are often identified as a primary target for external attackers. As a means of compromising networks, external attackers are willing to engage in more forceful behaviour such as bribing key support and maintenance staff to attack IT assets from within government networks and information systems. Yet, organizations are much more likely to have an accidental breach as a result of employees’ activity than they are to have a malicious one by an outside actor. The vast majority of breaches occur as a result of compromised user credentials through social engineering, which can be largely mitigated through proper training. Balancing the government direction of “open by default” with the security requirements of compartmentalized information, access controls will be designed to take into account role‑based access and limit the exposure to information loss. Security screening practices must provide reasonable assurance that individuals can be trusted to safeguard government information, assets and facilities, and to reliably fulfill their duties. TBS will improve how security screening information is shared across departments. |
Closed |
Security screening practices provide reasonable assurance that individuals can be trusted to safeguard government information, assets and facilities, and to reliably fulfill their duties. TBS has improved how security screening information is shared across departments. |
34 | Improve secure application development |
Ensuring that software is doing what it is supposed to securely and resiliently is a key aspect in the protection of sensitive information. Software applications are rarely defect‑free, and many common defects can be readily exploited by unauthorized parties. Pilots and iterative development should seek to identify potential security issues during development and testing phases because the cost of removing defects and security flaws can be substantially higher after deployment government‑wide. Applications that store, process, handle or have network access to sensitive information should be developed with security in mind from the start. Improving software security practices will help the government to reduce vulnerabilities and maximize the usability of applications while maintaining security in the development phase. Iterative development methods (such as agile development) require a well‑integrated security discipline to build or update software functionality, analyze software security risk, test for security vulnerabilities and address security‑related defects. To support the delivery of a consistent approach to security across the government, TBS will establish an application security framework to enable a developer‑centred security approach by integrating security in application development practices. Guidance on best practices to support secure coding practices that consider security testing and reviews, incorporated into each phase of the software development life cycle to help mitigate risks of vulnerabilities in application software, will provide assurance that the government’s digital services are operating as intended. Departments will apply the framework when developing and implementing digital services. |
Carry forward |
This work is reflected in strategic pillar 3 (3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity) of the 2021–2024 DOSP. |
35 | Establish a government vulnerability disclosure framework |
The government is underpinned by expansive and complex IT systems that are connecting to the Internet at an increasing rate. Numerous software programs and applications support the government in providing programs and services; thus, it is essential to ensure that the software used by the government can be trusted. However, vulnerabilities and bugs are constantly being discovered in software programs that, if exploited, could put government networks and information at risk of compromise. At times, vulnerabilities may also be identified by parties outside the government. TBS, in collaboration with CSE, will establish a framework that will provide the roadmap for the development of a strong responsible disclosure program to help the government find out about and address risks quickly in order to assist in the protection of digital services. Departments will adopt the framework and ensure alignment with existing departmental cyber and IT security event management plans. |
Closed |
TBS, in collaboration with CCCS, has established a framework that will provide the roadmap for the development of a strong responsible disclosure program. |
36 | Evolve cyber event management plans |
Cybersecurity events related to government information systems can have a significant impact on the delivery of government programs and services to Canadians and, consequently, confidence in government. The ability to respond to cybersecurity events in a consistent, coordinated and timely manner across the government is essential to ensure the security and resilience of government program and service delivery. Effective incident management is key to limiting the disruption caused by an incident and restoring normal business operations as quickly as possible. TBS will update the Government of Canada Cyber Security Event Management Plan (GC CSEMP) to ensure that the operational framework for the management of cybersecurity events (including cyberthreats, vulnerabilities or incidents) is continuously improved. The plan will be tested and reviewed annually and modified as required. This includes annual tabletop exercises to ensure that cybersecurity events are addressed in a consistent, coordinated and timely fashion government‑wide. Departments will update existing cybersecurity event management or incident response plans to align to the GC CSEMP. |
Closed |
Closed as an ongoing activity. Departments update existing cybersecurity event management or incident response plans to align to the GC CSEMP. |
37 | Adopt agile approaches to implementing business solutions |
It is a challenge to be able to acquire goods and services in a timely manner to operationalize government mandates that provide value to citizens. TBS and PSPC are leading a government‑wide initiative to identify and support key improvements in the federal procurement regime. Departments will take advantage of existing multi‑departmental contracts when investing in solutions to meet common needs. In cases where multi‑departmental contracts or tools do not meet business requirements, departments will contact TBS to discuss other options. Departments are required to keep TBS up to date on their investments and plans. Where a customized or in‑house solution is the only option, application development teams should take modern and agile approaches to achieve greater speed and agility. They must also take into account the increasingly complex ecosystem of interdependent software architecture, infrastructure and processes. Departments will promote a learning culture that allows solutions architects and developers to:
|
Closed |
Closed as an ongoing activity. Updates to PSPC contracting approaches have enabled Departments to take advantage of existing multi‑departmental contracts when investing in solutions to meet common needs promoting reusability. Departments continue to promote a learning culture that allows solutions architects and developers to:
|
38 | Government email solutions |
Departments have traditionally operated their own email systems, resulting in business and cost inefficiencies. SSC as the service provider and TBS as the enterprise business owner are developing a strategy for next‑generation email services for the opportunity to procure a larger suite of communications tools for the government, including email services. To align with this direction, the current suite of GCTools will evolve into an Open and Accessible Digital Workspace. To ensure stability, service continuity and facilitate transition to a new solution, SSC will upgrade legacy email environments. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
39 | Build a platform for enterprise interoperability |
The government knows that a platform for enterprise interoperability will lay the foundation for achieving the government vision for data‑sharing of getting the right information to the right people at the right time. TBS will continue to work with stakeholders to provide a digital exchange toolkit: a suite of modern integration tools to serve the needs of a digital exchange ecosystem. Examples of components in this toolkit are the GC Service Bus, the Digital Exchange Platform and the API Store. These components enable the secure exchange of data between enterprise systems, departments, governments and the public. The toolkit provides scalable, reliable and industry‑leading technology solutions for departments to leverage to more rapidly implement data exchange use cases. The capability to link internal departmental information with solutions for delivering programs and services will enable greater government‑wide collaboration when designing digital services. This approach will also enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses. Through the creation and use of a governance framework (policies, directives, guidelines and open standards) for the digital exchange ecosystem, TBS will:
|
Closed |
The Canadian Digital Exchange Platform (CDXP) which provides different tools for modern data exchange has been procured. |
40 | Introduce a strategy for use of open‑source software and open standards |
The use of open source software supports interoperability and information‑sharing and should be considered in the assessment of IM‑IT solutions. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications, making them more robust and interoperable. The use of open standards ensures interoperability between products and systems and maintains flexibility within the IM‑IT environment. TBS will continue to run the Open Source Advisory Board and working group, as well as lead development of a strategy, including open source licences framework guidance, an open‑first white paper and an open resource exchange, to set direction for the government on the use and release of open source software and open standards that will be ratified by the Government of Canada Enterprise Architecture Review Board (GC EARB). |
Carry forward |
This work is reflected in strategic pillar 3 (3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity) of the 2021–2024 DOSP. |
41 | Develop an application programming interface (API) strategy |
APIs are used to reveal government digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and, as such, are foundational building blocks that support the government’s commitment to digital services. TBS will develop an API strategy for the government. |
Closed |
APIs are used to reveal government digital capabilities and can be combined and reused to create digital services. APIs are increasingly becoming the way to facilitate sharing of government data and information and are foundational building blocks that support the government’s commitment to digital services. Mandatory procedures for APIs were incorporated into the Directive on Service and Digital. |
42 | Advance analytics |
Business intelligence involves creating, aggregating, analyzing and visualizing data to inform and facilitate business management and strategy. Analytics is about asking questions and refers to all the ways in which data can be broken down, compared and examined for trends. Big data is the technology that stores and processes data and information in datasets that are so large or complex that traditional data processing applications can’t analyze them. Big data can make available almost limitless amounts of information, improving data‑driven decision‑making and expanding open data initiatives. TBS, working with departments, will lead the development of requirements for an enterprise analytics platform. TBS will work with departments to identify a business lead to develop a data lake (a repository of raw data) service strategy so that the government can take advantage of big data and market innovation to foster better analytics and promote horizontal data‑sharing. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
43 | Enhance online infrastructure to enable departments to release their data and information |
The government has also worked to support the “demand side” of open data and information, identifying and collaborating with stakeholders in organizations and companies that leverage open government data and information. Canada’s Open Data Exchange is one organization that helps Canadian companies make use of open data. TBS has worked with the Open Data Exchange to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. In the last 2 years, Open Data Exchange has incubated 15 new data‑driven companies and has more work planned in future years to continue to promote the use of open government data among Canadian companies. |
Closed |
The open government team updated and improved the infrastructure of open.canada.ca by leveraging open source tools and migrating to a cloud environment. The open.canada.ca platform provides an easy to use internal metadata catalogue, or registry, which helps facilitate data publication, and standardization activities through the development of data and metadata templates. This internal platform provides a GC enterprise‑wide service to support departments in publishing open data, open information, access to information summary reports, as well as proactive disclosure reports in order to support Bill C‑58. Through these tools, Open.canada.ca provides the public with a one‑stop shop for open government resources created and published by GC organizations. The government has worked to support the “demand side” of open data and information, identifying and collaborating with stakeholders in organizations and companies that leverage open government data and information. Canada’s Open Data Exchange is one organization that helps Canadian companies make use of open data. TBS has deepened its insight into the commercial open data landscape and what challenges need to be overcome in order to make Canadian open data companies more competitive. |
44 | Develop master data management (MDM) program |
In an open and distributed operational environment such as the government, there is a risk that business‑critical data becomes redundant, inconsistent and scattered throughout the enterprise. Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. It focuses on common critical data elements and establishes strong governance around them. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. It can provide a single, authoritative point of reference that can be shared by many processes and applications across the organization. It can also streamline data sharing and facilitate interoperability. TBS will work with Statistics Canada and other key business owners to establish a government‑wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. |
Carry forward |
This work is reflected in strategic pillar 3 (3.1. Manage and use data and information as strategic assets) of the 2021–2024 DOSP. |
45 | Implement GCDocs |
Time and productivity are frequently lost due to the lack of consistent tools and systems to help employees store, search and find the information and data they need to do their jobs. Enterprise IM solutions such as GCDocs streamline and simplify these processes, but they need to be configured properly to make back‑end IM processes as invisible as possible to users. Automation can provide opportunities to:
Furthermore, implementing integrated and standardized solutions across departments can help make it easier for government employees to find, use and share the information and data they need to do their jobs, while ensuring consistent, foundational management of government information assets. Information and data can be leveraged to help departments achieve their business objectives and meet their mandated requirements. TBS and PSPC will enhance the government‑wide GCDocs service for departments, including:
|
Carry forward |
TBS and PSPC have enhanced the government‑wide GCDocs service for departments. 55 organizations have fully adopted GCDocs; an additional 54 organizations are at various stages of onboarding. Work to implement Enterprise IM solutions is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
46 | Standardize metadata |
Metadata is the backbone of digital automated processes, information retrieval, and the use and sharing of information and data. Metadata defines and describes the structure and meaning of information and data and of the context and systems in which they exist. Metadata supports efficient and effective management of information and data resources over time, which facilitates decision‑making, accountability and the efficient delivery of government programs and services. Standardized metadata supports:
Along with standardized metadata, consistent use of authoritative vocabularies supports the exchange of information and data resources within and across systems. Automated metadata collection, creation, use and reuse can greatly relieve the burden on individual government workers. TBS, in conjunction with business owners, will standardize metadata schemas and maximize their benefits to simplify and automate metadata usage and make it invisible to users. |
Carry forward |
This work is reflected in strategic pillar 3 (3.1. Manage and use data and information as strategic assets) of the 2021–2024 DOSP. |
47 | Provide tools and resources to make innovative use of information and data |
The need for tools to collect, store, analyze, manage, share and visualize data is increasing in all departments. Enabling open standards, open source, interoperability, and the sharing of expertise requires access to a common set of data tools commensurate with common data needs. At the same time, departments need a flexible framework to explore new tools and more advanced options that are both interoperable and secure. The Government of Canada’s IT infrastructure must be able to support the ambitious agenda of its data system. There is a growing need for higher computing capacity and for the modernization of older data infrastructures. For example, collaborative efforts are underway through initiatives such as the Canadian Geospatial Data Infrastructure. This initiative provides national geospatial standards and infrastructure critical to address environmental assessments, emergency response and space program continuity. It is important that the government take a proactive approach in addressing its future data requirements. Currently, many departments and agencies are anxious for the delivery of secure cloud infrastructure or procurement options. It is expected that public Protected B cloud services will be ready for departmental access by spring 2019.
|
Closed |
The Directive on Service and Digital outlines the requirements for data sharing (APIs) and GC EARB ensures departmental solutions are in alignment. Broad collaboration across the GC with Enterprise Data Community of Practice allows for awareness of departmental activities and opportunities for sharing information. |
48 | Develop a data strategy for the Government of Canada |
Under direction from the Clerk of the Privy Council, TBS has been co‑leading the development of a Data Strategy Roadmap with the Privy Council Office and Statistics Canada since January 2018, working with other departmental partners. The roadmap identifies strategic priorities for a unified and collaborative approach to manage government‑wide data as an asset while respecting privacy. Implementation of the Data Strategy Roadmap aims to support improved decision‑making and enhanced services to Canadians and a more transparent, collaborative and digitally enabled public service. Recommendations in the roadmap are oriented around 4 themes:
The goal is to set a foundation so that the government creates more value for Canadians from the data we hold while ensuring the privacy and protection of personal information. Given the importance of data to supporting a digital government vision, the initiatives in the Data Strategy Roadmap complement, may overlap with, and are in some cases identical to the priorities identified in this strategic plan. |
Carry forward |
Work to advance these recommendations is reflected in strategic pillar 3 (3.1. Manage and use data and information as strategic assets) of the 2021–2024 DOSP. |
49 | Artificial intelligence |
The use of automation and artificial intelligence also requires careful attention to the issues of potential bias, impacts on diverse populations, risk, and managing compatibility with administrative law. To begin to identify and navigate these issues, TBS developed a working paper on the responsible use of artificial intelligence in the Government of Canada using an open‑by‑default and collaborative approach that engaged experts, industry professionals and the public. Work is now ongoing in developing a Directive on Automated Decision‑Making and an Algorithmic Impact Assessment to provide an assessment framework that helps institutions better understand and mitigate the risks associated with automated decision‑making systems by providing the appropriate governance, oversight and reporting, and audit requirements. The tool is being developed with open collaboration. As more use cases of automation and artificial intelligence are explored and adoption advances, more policy guidance, tools and training will be developed to help ensure that departments and public servants are using this technology in innovative and responsible ways. |
Closed |
The use of automation and artificial intelligence requires careful attention to the issues of potential bias, impacts on diverse populations, risk, and managing compatibility with administrative law. TBS published the Directive on Automated Decision‑Making and the Algorithmic Impact Assessment (AIA) to help institutions identify and navigate these issues. The tools provide an assessment framework that helps institutions understand and mitigate the risks associated with automated decision‑making systems by providing the appropriate governance, oversight and reporting, and audit requirements. Ongoing, Departments conduct an AIA assessment as part of their GC EARB submissions. |
50 | Blockchain pilots |
Blockchain use cases and the practicality of blockchain‑based applications are still being explored by governments around the world. The government announced in July 2017 the intention to run at least 6 select pilot projects on the use of blockchain. |
Closed |
Blockchain use cases have been explored and presented at GC EARB. The work continues and the practicality of blockchain‑based applications are still being explored by governments around the world. |
51 | Modernize workplace technology devices |
Workplace technology devices are essential for a modern workplace and a collaborative, mobile workforce, as outlined in the Blueprint 2020 vision. TBS will work closely with departments to ensure that workplace technology devices meet the Blueprint 2020 vision. TBS will establish enterprise standards and processes for life‑cycle management and set direction to guide future workplace technology devices standards and secure configurations. SSC will continue to consolidate contracts and procurement activities to improve security, reduce costs and improve service to Canadians. SSC will also procure workplace technology devices and work with TBS and other departments to standardize devices. Departments are responsible for supporting and maintaining workplace technology devices. They will explore support models such as self‑service and regional clusters to reduce costs while promoting consistent user experience and service expectations. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
52 | Support a mobile workforce |
The government is committed to and encourages an open and collaborative work environment where mobile devices are used. TBS will develop a mobility strategy, focusing initially on smartphones. Departments will balance the cost of these devices, and their support, against the business value achieved. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the 2021–2024 DOSP. |
53 | Provide Wi‑Fi access |
Access to wireless data networks is critical for employee productivity. The broader deployment of Wi‑Fi may also reduce costs by displacing the need to provide wireline infrastructure, which is expensive to install and maintain. TBS and SSC will put in place the necessary services and policies to support Wi‑Fi usage. Departments will implement Wi‑Fi access to networks for all employees within common areas and their workspaces, where the job requires mobility. Departments will migrate to Wi‑Fi‑capable devices and support Wi‑Fi access to local area networks for registered users, as well as Wi‑Fi guest‑network access where security requirements are appropriate. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the Digital Operations Strategy 2021–2024. |
54 | Provide desktop video conferencing to employees |
Increased access to video conferencing supports the collaborative operations of virtual teams across departments, time zones and regions. Departments will complete the re‑engineering of their in‑house video conferences facilities to enable full interconnectivity across the government. Where appropriate and where a user profile supports such functionality, SSC will also create the network and bandwidth capacity needed to support video conferencing at desktops. |
Closed |
Increased access to video conferencing supports enhanced communication functionality for virtual teams across departments, time zones and regions. Enterprise procurement of M365 has enabled this capability. |
55 | Advance digital collaboration |
GCTools such as GCpedia, GCconnex, GCcollab, instant messaging and the GCintranet increase productivity and enable collaboration across the government and other partners. Employees are able to easily connect and share information and work across departments and geographic boundaries, resulting in better service to Canadians. GCTools that support government requirements for accessibility, official languages and collaboration with external partners will be further developed and integrated into other applications. The current suite of GCTools will evolve into an open and accessible digital workspace, which will allow employees to easily connect with the information, colleagues and external partners they need to work effectively. The open and accessible digital workspace will also provide simplified access to other activities such as staffing, learning and professional development. TBS will make adopting GCTools part of standard practices for employee onboarding throughout government. Departments will then be in a better position to adopt and use GCTools through the Ambassadors Network and in formal training and ongoing communications. The Ambassadors Network consists of volunteers from various departments and regions that provide support to teams using GCpedia, GCconnex and GCcollab to enhance their work. Departments will decommission stand‑alone collaborative platforms unless they are linked to core local business requirements. Email communication will be reduced in favour of open discussions or instant messaging, where transitory communications can occur without bogging down government systems. |
Closed |
Closed as an ongoing activity. The GC continues to support its current tools and will provide a modern government‑wide Enterprise Digital Workspace (EDW) for its employees. The EDW will include tools available within the newly acquired Microsoft 365 suite and enhancements made by the gcxchange platform, which will enable enterprise‑wide collaboration and information sharing functionalities for all public servants and external stakeholders. |
56 | Enable career development |
Further enabling IM‑IT professionals to evolve into new roles and functions and addressing competency gaps in areas such as strategic thinking, influencing, innovation, collaboration and agility, requires investment in employees. To support IM‑IT professionals, retain talent and re‑skill or up-skill the workforce, emphasis will be placed on:
TBS, in conjunction with the Canada School of Public Service (CSPS), will lead work in this area. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
57 | Promote digital literacy and collaboration |
Digital literacy goes beyond basic computer skills. It is essential to make the most of investments already made in the IM‑IT environment, devices and tools, and to ensure that IM‑IT supports workforce productivity rather than hinders it. Data literacy is a skill required for working digitally. Government employees need to be able to extract high‑value insights from the wealth of available information and data and to communicate them. TBS will develop partnerships to leverage and design an engagement and awareness program for all public servants to enable them to:
Public service employees should also be able to use GCTools such as GCpedia, GCconnex and GCintranet to share information and build the professional networks needed to respond to shifting priorities and problems. Collaborating digitally involves “working out loud,” where others can see, benefit from and help improve how employees work. To promote a culture of openness and collaboration, departments will nurture these skills throughout the public service by:
Senior leaders’ adoption of GCTools will be critical to successfully integrating digital collaboration into their departments and to demonstrating the full benefits of these collaborative tools. Leaders will adopt an “open first” approach toward content creation and encourage their employees to participate in shared knowledge and collaborative digital spaces, other than where security requirements prohibit such an approach. |
Closed |
Promoting a culture of openness and collaboration has been achieved by:
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58 | Modernize the information and data management professions |
Revitalizing the information and data management profession is necessary to ensure that it keeps pace with current and emerging business needs in a digital, open and service‑oriented environment. Furthermore, information and data professionals should be more involved early on in the development process when designing or renewing programs and systems to ensure that issues associated with information and data management and sharing are proactively considered. Realigning roles and responsibilities of information and data management professionals and other key stakeholders could help improve collaboration and overall coherence. TBS will lead the development of new standardized:
|
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
59 | Strengthen leadership development |
There is a requirement to invest in current and aspiring leaders across the enterprise to:
Emphasis will be placed on:
Specific leadership development efforts include:
TBS will lead work in these areas. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
60 | Expand open government training and outreach |
Training and awareness sessions are being provided to public servants across the federal government to enhance knowledge and skills for open government. TBS will continue its work to expand open government training and outreach in the coming years, in partnership with CSPS. In addition to hosting public webinars on open government issues and developing dedicated open government training and learning activities for public servants, the Government of Canada will develop and publish open government learning materials for use by teachers and post‑secondary instructors. This will help Canadians know about our open government work and more actively participate in it, which in turn increases Canada’s ability to harness the social and economic potential of open government. |
Closed |
Training and awareness sessions are being provided to public servants across the federal government to enhance knowledge and skills for open government. |
61 | Enhance digital security awareness and reliability of government employees |
The government is shifting its culture to digital and needs a better understanding of basic cyber/security hygiene with respect to digital systems, using services, sharing information and passwords. Improving behaviour and tendencies users have when interacting with systems will allow for a transition in security focus from building guardrails to innovation and evolution in security thinking and implementation. There is a need to ensure that patterns of behaviour are engrained into the daily activities of government staff to ensure a safe and secure digital infrastructure. Canadian Centre for Cyber Security will promote a general approach to training and awareness for IT security and supporting IT security teams across the government. |
Closed |
The government is shifting culture to digital and needs a better understanding of basic cyber/security hygiene with respect to digital systems, using services, sharing information and passwords. Improving behaviour and tendencies users have when interacting with systems will allow for a transition in security focus from building guardrails, to innovation and evolution in security thinking and implementation. There is a need to ensure that patterns of behaviour are engrained into the daily activities of government staff to ensure a safe and secure digital infrastructure. Canadian Centre for Cyber Security will promote a general approach to training and awareness for IT security and supporting IT security teams across the government. |
62 | Broaden security innovation, collaboration and creativity in problem solving |
There is a growing need to increase the capability/capacity of teams across the government to work together and develop creative solutions to problems that are being faced across the board. The government will provide a forum or platform to develop solutions and encourage teams to be curious in their own environments and be creative in how they look at managing their assets. Teams will be encouraged to consider pragmatic security solutions as much as innovative approaches; simple solutions that have the ability to enable business success are often an accidental development. |
Closed |
The government has provided a forum to develop solutions and encourage teams to be curious in their own environments and be creative in how they look at managing their assets. Teams continue to be encouraged to consider pragmatic security solutions as much as innovative approaches; simple solutions that can enable business success are often an accidental development. |
63 | Assessing public service skills and analyzing future needs |
Technological disruption, changing approaches and digital government will require public servants to have new skills and competencies. To help public servants and the public service adapt to this evolving digital environment, TBS will work with partners such as CSPS to identify competencies for the digital age to better understand how the current skills profile of the government needs to evolve. |
Closed |
TBS has worked with CSPS to identify competencies for the digital age to better understand how the current skills profile of the government needs to evolve. The creation and promotion of self‑directed learning tools, materials and the introduction of the CSPS Digital Academy have been established. |
64 | Digital Academy |
The Government of Canada is launching a Digital Academy with the goal of increasing the offerings available to public servants who want to increase their digital literacy and understanding of key areas such as service design, data analytics and new technologies as they apply to their work. Informed by examples in other jurisdictions, we will build a made‑in‑Canada model that will lead to better understanding of how digital can improve how government functions and allow better services. CSPS will lead the delivery of the Digital Academy, in partnership with TBS, the Canadian Digital Service, Statistics Canada, other government departments and partners in the non‑profit, academic or private sectors. The development of the Digital Academy will be especially guided by the principles of open by default, collaborating wisely and iterative development. Initial courses were piloted in September 2018, and the government will aim for this service to be available beginning in 2019. |
Closed |
The GC launched a Digital Academy with the goal of increasing the offerings available to public servants who want to increase their digital literacy and understanding of key areas such as service design, data analytics and new technologies as they apply to their work. |
65 | Improve diversity |
An inclusive workplace is one where the workforce reflects the full breadth of the talent pool. Diverse teams bring broader perspectives and ideas for greater capacity to find creative solutions and innovate. Currently, IT remains a predominantly male domain. Building on current efforts, initiatives include improving representation via recruitment for women in the CS (Computer Systems) Group. To further support the government’s commitments to achieving greater representation and a balanced and diverse workforce, departments will develop and leverage partnerships with organizations that encourage IT as a career choice for young women. Departments and central agencies will also work to increase labour mobility among women by encouraging leaders in the public service and the private sector to consider roles in the government’s IT community. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
66 | Strengthen recruitment |
To address challenges that include branding issues, shortfalls in capacity and competency gaps, the government will focus on a CS recruitment campaigns, enterprise approaches and partnerships to support recruitment efforts and onboarding. Specific initiatives will focus on:
TBS, working with departments, will lead work in these areas. Such initiatives will better position the government to address capacity and competency gaps more efficiently. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
67 | Manage and maintain cyber‑talent |
The government is working toward a future where services for Canadians are user‑centric, seamless and digitally enabled. Cybersecurity will remain a key element for protecting the information and maintaining the trust of Canadians when using government services. A robust, skilled and diverse workforce within the government is fundamental in supporting this transformation. However, there is a global shortage of qualified professionals in the cybersecurity domain, which is complex and requires a broad depth of skill sets. This growing gap between the supply and demand for skilled cybersecurity professionals has an impact on the government because it has to compete with the private sector and globally to recruit talent. To compete with the private sector, the government has to address the image that the government is bureaucratic, lagging in technology, slow with recruitment and has limited career development opportunities. TBS must play a lead role in cultivating the federal public service as a model workplace where professional, skilled workers are trained and motivated to serve Canadians. This includes ensuring that there is a constant pool of proficient and capable people to support the delivery of government services for Canadians. There is a need to develop an agile human resource approach to address the skills gap in the Computer Science (CS) and related communities, specifically for the cybersecurity field, to enable a government digital transformation and further strengthen the government cyber posture. TBS will develop a strategy to recruit, retain and train the next generation of cybersecurity talent within the government in order to bolster the government’s capacity to deliver the services Canadians expect in a safe and secure manner. |
Carry forward |
This work is reflected in strategic pillar 4 (4.2. Build a workforce for digital‑first delivery) of the 2021–2024 DOSP. |
68 | Talent Cloud |
Talent Cloud aims to creating a thriving marketplace where today’s talent can find exciting, high‑quality job opportunities in government that fit their passions and talents. This grassroots pilot project includes an experimental new staffing platform for project‑based employment, utilizing some of the practices and advantages of the gig economy but avoiding its precariousness. The platform will launch as a working pilot in fall 2018. |
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Talent Cloud is an experimental new staffing model for the GC, focused on bringing in external talent to term positions for project‑based work. GC Talent Cloud is also the world’s first public sector marketplace for the gig economy, structured around next generation workers’ rights. The website went live in October 2018 and the team continues to develop a wide range of new tools (e.g., job poster builder, screening plan builder, credential recognition engine). Using behavioural processes and business re‑engineering, the goal is to significantly reduce staffing time; while also making it easier to find the best candidate for the position. |
69 | Lead innovation |
The role of departmental CIOs is evolving from IM‑IT service providers into strategic business partners, innovation agents, business enablers and catalysts for enterprise transformation. Departmental CIOs will be strategic business partners who bring IM‑IT to the table in innovative ways to address the department’s business needs. To explore working in ways that are more agile, new opportunities with various innovations hubs will be pursued. |
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GC Enterprise Architecture Review Board (EARB) has reviewed architectures for project investments from 46 different departments. These reviews ensure the alignment of the initiative to the GC Digital standards, GC Enterprise Architecture standards, and the business capabilities they will serve as per the GC Business Capability Model v2. |
70 | Evolve IM‑IT management practices, processes and tools |
CIOs should plan and execute departmental IT plans so that they align with the government’s Strategic Plan for IM‑IT and overall enterprise modernization priorities. Important tools to support CIOs include:
Optimizing IM‑IT investments to meet business outcomes will propel the evolution of IM‑IT management processes and tools. TBS policy and guidance will allow departments to:
TBS will also provide policy guidance and more robust project oversight to help departments:
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Closed |
Policies surrounding the implementation of project initiatives have been updated to reflect the digital realities and support departments in guiding their execution. Policy on the Planning and Management of Investments Directive on the Management of Projects and Programmes SSC partner departments continue to provide their IT Plans (in excess of 90%) in response to the Policy and Direction on Service and Digital. GC Enterprise Architecture Review Board (EARB) has reviewed architectures for project investments from 46 different departments. These reviews ensure the alignment of the initiative to both the GC Digital standards as well the GC Enterprise Architecture standards. |
71 | Develop enterprise architectures for business, information, applications, technology and security |
Enterprise architecture will be used to provide all government departments with a structured approach to identify and describe government business needs and the information, applications and technology that are required to enable them. Enterprise architectures show:
Understanding enterprise architecture enables effective decision‑making about IM‑IT investments, costs and risks, allowing the government to act as one to optimize performance and deliver on government priorities in the digital era. TBS will improve architecture processes and tools established in 2017 and strengthen integration with various processes such as departmental IT planning, application portfolio management and project management and oversight. GC EARB, with representation of business and technology stakeholders from across the government, will continue to work collaboratively to simplify the government IM‑IT environment by:
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Mandatory procedures for Enterprise Architecture were published in December 2018. Adherence is outlined in the Directive on Service and Digital. |
72 | Adopt modern and flexible business models |
To achieve a better balance between demand and capacity, SSC and PSPC will adopt cost‑recovery business models for some IT services. Doing so will provide greater flexibility to provide agile and effective services to the government. As an enterprise, departments will achieve better business value by sharing IT resources, capacity and capabilities. Based on the draft principles and framework developed in the 2017 to 2018 fiscal year, SSC will continue to work with its partners to finalize the model, including making adjustments to reflect the impact of funding decisions from the 2018 federal budget and the continuing evolution of the IT delivery environment. The goal remains to implement a new funding model beginning in the 2019 to 2020 fiscal year. |
Closed |
The information provided through the annual IT Planning process for SSC partner departments generates a prioritized list of project investments. This input is presented to the DM Committee on Enterprise Planning and Priorities who validate the alignment with the GC and provide endorsement. These activities have informed the updated business model for SSC 3.0 |
73 | Rationalize investments |
In keeping with enterprise IM‑IT governance, spending on new or significant changes to certain IM‑IT and IT‑enabled projects will be subject to consultation with TBS. Consultation will include discussions on spending for systems for common business domains such as:
Departments will take an enterprise approach to managing their portfolio of applications to:
Applications that remain in use and that support mission‑critical business functions are to be kept evergreen until they can be replaced by modern solutions. |
Closed |
The GC Enterprise Architecture Review Board (EARB) has reviewed architectures for project investments from 46 different departments. These reviews ensure the alignment of the initiative to both the GC Digital standards as well the GC Enterprise Architecture standards. All reviews look at: business, information, application, technology, security and privacy architectures with an eye to leveraging Enterprise solutions. This execution is now entrenched and will carry on as part of normal business. |
74 | Introduce stronger project oversight at the concept phase |
TBS will enhance and strengthen the oversight function for IT‑enabled projects by introducing earlier reviews of investment concept cases. Such reviews will take place prior to defining the solution or the project to implement the solution, allowing for early engagement and setting of direction. For high‑risk project investments, TBS will monitor and report on performance and governance throughout the life of the project. Better management of project investments, coupled with an agile approach to development and delivery, maximizes value and reduces service delivery costs, enabling the government to respond more rapidly to emerging issues. |
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The Mandatory Procedures for Concept Case for Digital Projects, implemented on April 1, 2018, provide a mechanism for early engagement between departments and Treasury Board Secretariat on proposed digital investments. In 2020, TBS started to review memorandum to cabinet to provide a mechanism for early engagement and integration of the digital perspective. This provides additional opportunity to promote a stronger project oversight earlier in the investment portfolio planning cycle and positively influence future results. |
75 | Developing a Digital Performance Measurement Framework and Maturity Model |
To measure progress on digital transformation, a performance measurement framework will be developed to accompany the digital policy. A maturity model will accompany this framework to assess departments on digital government adoption, mapped to the themes included in this strategic plan. Data and insights generated from this process will support a continuous improvement process to inform evolving digital priorities or identify potential barriers to progress toward digital government that should be addressed. |
Carry forward |
This work is reflected in strategic pillar 3 (3.2. Plan and govern for the sustainable and integrated management of service, information, data, IT and cybersecurity) of the 2021–2024 DOSP. |
76 | Reviewing and updating governance committees |
To ensure that our whole‑of‑government governance approach is appropriate to the needs of a digital government, TBS will be reviewing and updating enterprise governance, including committee mandates and memberships. |
Closed |
An integrated approach to governance at the DM level has been established in Treasury Board policy on Service and Digital which includes a requirement for the Secretary of the Treasury Board to establish and chair a senior‑level body responsible for providing advice and recommendations, in support of the GC’s priorities and the GC Digital Standards, regarding:
A new committee has been established to support this policy requirement, the DM Committee on Service and Digital Government. TBS will review the underlying committees and update the terms of reference to align to and support the new DM Committee. |
77 | Advance financial management transformation |
Financial Management Transformation (FMT) is modernizing the financial and materiel management (FM) business model across the Government of Canada, to provide more timely access to reliable, consistent GC‑wide information, and ensure that FM services better enable the delivery of programs for Canadians and remain cost effective and sustainable. FMT does so by designing standard, streamlined processes and common data structures, building modernized common systems to replace departmental platforms, helping managers, employees and financial and materiel management specialists adopt new processes and systems, and aligning financial management systems investments with government priorities. FMT’s near‑term focus is to implement the digital core of the Government of Canada Financial and Materiel (GCFM) solution. The GCFM digital core will deliver SAP S/4 functionality common to each department to manage finance, materiel and other administrative activities in real‑time. This common platform will deliver a standardized and streamlined approach across Government of Canada departments and agencies to drive an effective digital government. |
Carry forward |
This work is reflected in strategic pillar 3 (3.3. Deploy modern and accessible workplace tools and devices) of the Digital Operations Strategy 2021–2024. |
78 | Leadership in the global digital government movement |
In 2018, Canada signed the Digital 7 (D7) charter, joining leading digital nations in a mission to harness digital technology to the benefit of citizens. The D7 charter commits Canada to working toward core principles of digital development, with a focus on user needs, open government and a commitment to share and learn from D7 member nations. D7 comprises nations that are recognized as having the most advanced digital governments globally. It provides a forum for member nations to share best practices, identify how to improve service delivery to citizens, collaborate on common projects, and support and champion their respective growing digital economies. Leadership in the global open government movement The Open Government Partnership (OGP) is the leading global, multilateral organization focused on issues of openness, transparency, accountability and participation. Founded in 2011, the OGP now has 75 member countries and a number of sub‑national government members. Canada has been an OGP member since 2012 and has released three OGP action plans outlining actions it will undertake to make government more open, with a fourth action plan currently in progress. In March 2017, Canada was elected to a 3‑year term on the OGP Steering Committee and in October 2018 started serving a 1‑year term as lead government co‑chair of the OGP. As lead government co‑chair for 2018 to 2019, Canada will publish a co‑chair strategy outlining the initiatives it will pursue under its key co‑chair priorities of inclusion, participation, impact and strengthening the OGP. Canada will track its progress in implementing this co‑chair strategy and report quarterly on its work. In spring 2019, Canada will host an international OGP event, bringing together government and civil society representatives from a number of OGP member countries around the world. |
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In 2018, Canada signed the Digital Nation charter, joining leading digital nations in a mission to harness digital technology to the benefit of citizens. Canada is currently funding the organization’s secretariat, housed within TBS for 2018 to 2020 and is an active participant in meetings Canada has been an OGP member since 2011 and has released 4 OGP action plans outlining actions it will undertake to make government more open, with a fifth action plan currently in progress. In May 2020, Canada was re‑elected to a 3‑year term on the OGP Steering Committee. In spring 2019, Canada hosted an international OGP event, bringing together over 2,600 government and civil society representatives from several OGP member countries around the world. Canada is also a member of several OECD open‑government groups, including the OECD Working Party on Open Government, composed of senior public officials in charge of the open-government agenda; and the OECD Expert Group on Open Government Data. |
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