IRCC Deputy Minister Transition Binder 2022: Digital Strategy, Services and Innovation Sector (DSSI)

July 2022

Sector Overview

The Digital Strategy, Services and Innovation Sector was created on May 2, 2022 by bringing together leadership for programmes (DPM Phase 3), projects as well as CIO functions. This slide represents the current structure in place; however, structural changes are underway.

The Digital Strategy, Services and Innovation Sector designs the digital vision and strategy for the enterprise, connects information and technology with policy design, program design and operations, and is responsible for leading and implementing digital change, both short and long-term, including major programmes and projects such as Digital Platform Modernization Phase 3 (DPM3). It is comprised of six branches collaborating concertedly with Policy, Operations and Settlement and Integration Sector counterparts, corporate enablers, and key OGD and external partners.

SADM Jason Choueiri

Chief Digital Officer and Senior Responsible Owner for DPM Phase III

DPM3 Programme Design Branch is the design authority for Digital Platform Modernization Phase III and leads the business architecture function for IRCC, which includes designing IRCC’s future operating model, working with Policy and Operational leads as well as delivery partners to define digital business capabilities, measure capability maturity and prioritize capability needs, while also overseeing the development and implementation of change management, engagement and communications plans and strategies to support the overall DPM Phase 3 programme.

DG, Alanna MacDougall

DPM3 Programme Delivery Branch leads the design and delivery of programmes and projects to achieve IRCC’s digital vision as part of Digital Platform Modernization Phase III, while leading all programme management functions for DPM Phase 3 including vendor management and oversight. Leads the analysis of business requirements and implementation options with IM/IT experts to ensure alignment of near-term and long-term digital solutions.

DG, Annie Bellemare

Enterprise Projects and Programme Management Branch leads the project management, and business analysis functions for most business and IT-enabled projects. This includes corporate enabler projects, and policy / operational projects outside the scope of DPM Phase 3. Part of a tri-partite group (CFO organization and CIO branch) to manage business intake and prioritization.

DG, Marie-Flore Baptiste

ADM A/Rina Lorello

Chief Information Officer and Technical Change Authority for DPM Phase III

IT Operations Branch leads and enables digital solutions and services, solving technology problems and delivering core day-to-day IT services for IRCC, including workplace technology and tools, application and product development, IT and database support, cloud, cyber IT security operations, and more. Manages relationships with partners and vendors who deliver core infrastructure and services and use IRCC IT systems.

A/DG, Jean-Bernard Tessier

Digital Strategy Branch leads the conceptualization and implementation of Digital Platform Modernization (DPM) Phase 1 and 2, GCMS Disaster Recovery and related projects. Responsible for information management and enhancing business processes through digital solutions. Defines the technology strategy for IRCC, including the direction in enterprise architecture, data, and cloud computing via DPM 1 and 2.

DG, Liz McKeown

Transformation Branch oversees IRCC’s digital journey labs, which reimagine the client journey across key lines of business and modernizes processes in the short-term to align with Digital Platform Modernization Phase III. Oversees a centre of excellence for Integrated Lean Process management collaborating with business areas in IRCC to drive process efficiencies. Contributes to DPM 3 delivery via the Core Technology group.

DG, Ralph Bishop

Core Responsibilities

Base: $57.5M in Salary and $96.6M in O&M

Temp: $27.9M in Salary and $67.3M in O&M

Approx. 1,000 FTEs

The Digital Strategy, Services and Innovation Sector has responsibility for:

• Framing IRCC’s digital vision and strategy
  • includes developing the enterprise digital strategy and roadmap that identifies and sequences short, medium and long-term digital initiatives, as well as re-imagining (with operations and policy sectors) IRCC’s operating model towards one that is digital by design.
• Programme Sponsorship (and Senior Responsible Owner) for Digital Platform Modernization Phase III, one of the 3 GoC initiatives under the oversight of TBS’ Deputy Minister Core Services Committee.
• Planning, designing and providing project management services to the majority of IRCC’s and partner led business projects to improve client service and operational excellence across IRCC lines of business.
• Stabilizing, maintaining and enhancing all applications, supporting infrastructure and IT services to enable and support all IRCC business lines.
• Securing IRCC’s information and data through robust cyber security and information management practices.
• Maintaining key relationships with GC transformation, IM/IT and cyber security partners and other relevant external partners
• Providing a crucial role in the Department’s continuity of operations (equipping and supporting IRCC employees globally and facilitating the delivery of IRCC programs to clients), including enabling the delivery of Canada’s ambitious immigration targets.

Strategic Priorities

2022-2023

(See Annex for full list of priorities)

Leading IRCC’s digital vision and connecting data, information and technology with policy design, program design and operations

Digital Strategy, Services and Innovation Sector

Drive Digital Modernization

• Design IRCC’s target operating model along with future digital platform through Digital Platform Modernization Phase III
• Partner with sectors to implement near-term digital solutions (Robotic Process Automation (RPA), Cloud based solutions) to improve client experience, and provide processing efficiencies
• Advance key internal and partner-led projects to improve information sharing across organizations, and simplify processing and client experience

Stabilize, Enhance and Secure Enterprise Solutions

• Stabilize IRCC’s Global Case Management System (GCMS) by reducing technical debt and establishing a full Disaster Recovery (DR) capability
• Maintain enterprise technology and systems and perform system enhancements, technical debt remediation and regular releases for all IRCC systems
• Enhance critical IT infrastructure and supporting systems to enable the future work environment

Improve Data Integrity, IM and Cyber Security Practices

• Advance key projects to address identified gaps in IM / IT security controls and data integrity
• Develop with partner sectors data quality and integrity by design frameworks to support the re-design of business processes
• Replace legacy data warehouses with more secure and modern systems
• Maintain a secure operating environment

Strengthen Management Practices

• Stabilize new sector financial/HR capacity
• Set IRCC’s Digital plan and roadmap and establish digital standards, architectures and frameworks to guide investment decisions
• Strengthen partnership models and adopt agile and client centric design practices to improve client and partner outcomes.
• Promote a diverse and inclusive digital workforce and identify skills and learning needs to support a culture of innovation.

Recent Focus and Notable Achievements

Strengthen Management Practices

• DSSI created May 2, 2022 bringing together leadership for programmes (DPM Phase 3), projects as well as CIO functions
• A revised organizational structure developed to strengthen the CIO functions, achieve synergies in project design and digital leadership, as well as introduce strategic functions (including planning, integration and investment management); EX03 process underway to fill new and existing EX03 vacancies.
• DPM Phase III senior executive management team fully staffed, and a “Hub and Spoke” model implemented across Policy and Operations Sectors.
• Departmental Enterprise Architecture Board (DEAB) established to ensure architectural standards applied to all digital initiatives.
• Launched the Lean Resource Centre to provide guidance, coaching, tools and support within the Department

Drive Digital Modernization

Advanced the detailed planning for Digital Platform Modernization Phase III:

• Received Programme Approval from TB for DPM Phase III in January 2022, along with Expenditure Authority for the Definition Phase of the programme (in the amount of $63.6M of the overall $827.3M funding).
• Foundational artefacts developed including Business Capability Model, Reference Architecture, and as-is mapping of key lines of business
• Sourcing Strategy and Procurement Approach for DPM Phase III endorsed at the DPM III Sponsoring Group on May 18, 2022

Improved online services across various business lines and in support of urgent (Ukraine and Afghan) priorities:

• Temporary Residents: Delivered the TR eApp and IRCC Portal that allow the public to create accounts, submit online applications directly to GCMS for processing, and see real-time status updates. TR eApp was recently expanded to include the Study Permit Application.
• Permanent Residents: Completed Digital Intake for Permanent Residence as well as PR Confirmation Portal, PR Card Renewal, and PR Travel Document.
• Citizenship: Established Online Citizenship Test: from paper and pencil in-person test to a virtual test; and delivered online Citizenship Tracker providing clients with real-time status updates.

Recent Focus and Notable Achievements

Drive Digital Modernization

• Introduced robotic processing automation in corporate services and operational business lines [Redacted]
• Advanced critical projects including Passport Modernization and Asylum Interoperability Projects to enhance operational tools and information sharing capabilities with partner departments.
• Future of Work - Enabled digital reservation tool, cloud based software center and boardroom videoconferencing solutions

Improve Data Integrity, IM And Cyber Security Practices

• Built processes to oversee integrity of biometrics data on a continuous basis
• Closed program integrity gap and reduced fraud for those falsely identifying themselves as US lawful PRs
• Completed GCDocs content cleanup of GCMS files
• IM Rapid Digitization: over 110,000+ applications from key business lines digitized (FY 2021-22)

Stabilize, Enhance and Secure Enterprise Solutions

• Established a Disaster Recovery capability for GCMS in SSC’s enterprise datacenters; finalizing project including a full failover test (in July 2022).
• Established and operationalized the Cloud Center of Excellence (CCoE)
• Implemented GoC Cloud security controls to support emerging priorities such as Robotic Processing Automation (RPA).
• Reduced departmental risk by addressing technical debt for some key systems

Annex: DSSI 2022-23 Sector Priorities

The sector’s Strategic Plan is structured under four pillars:

Drive Digital Modernization

Define the vision, scope and implementation strategy for Digital Platform Modernization Phase III, including IRCC’s target operating model (through the DPM3 Blueprint), and advance sourcing and procurement activities to procure the new digital platform.

Deliver new digital solutions and approaches (approximately 14 initiatives) through Digital Journey Labs and Innovation Labs (includes completing Labs 2-9 – focused on case trackers, digital capture, e-applications, PRDI semi-integration and full integration into GCMS) and supporting urgent requirements.

Advance critical departmental projects according to established project plans. This includes such projects as:

• Asylum Interop Project
• Security Screening Automation
• Facial Recognition System (Contract renewal)
• Immigration and Citizenship Consultants.

Note: passport related projects Passport Program Modernization Initiative, Passport Digital Services, ePassport Next Gen) are managed and led by Operations Sector.

Improve Data Integrity, IM and Security Practices

Develop and implement a strategy to replace IRCC’s aging enterprise data warehouse technology while investing in people, process and tools to advance IRCC’s technical capacity in Advanced Analytics.

Advance critical departmental projects, including:

• Bio Purge project to strengthen data integrity related to biometric information retention, protection, and disposal rules.
• Enterprise Fraud Management project to ensured proper access controls across systems.

Implement Cyber Security / IT Security Strategic plan

In concert with the Chief Data Officer and Integrated Risk Management Branch, develop data quality and integrity by design frameworks to support the re-design of business processes as part of Digital Platform Modernization Phase 3.

Stabilize, Enhance and Secure Enterprise Solutions

Maintain all IM/IT applications and technology that enable IRCC to achieve its mandate and business priorities.

Perform system enhancements and regular releases for all IRCC systems, including GCMS Releases 27, 28 and 29.

Implement Digital Platform Modernization Phase II, which includes technical debt reduction (upgrading the version of Siebel used by GCMS) and implementing a new modern hybrid integration platform) as well as establishing Cloud Centre of Excellence (COE).

Implement the final phase of GCMS Disaster Recovery (DR) project, which includes establishing partner connectivity, decommissioning the legacy GCMS staging at JETS and conducting a full DR test.

Advance the digital office roadmap and future of workplace activities to support a hybrid and modern workplace environment (includes enhanced IT equipment on Hub floors, MS Teams in Boardrooms, increased network services).

Strengthen Management Practices

Planning and Architecture

• Design the Digital Roadmap (and plan) for IRCC
• Stabilize the sector financial and HR capacity
• Mature IRCC’s Enterprise Architecture functions and establish digital standards, architectures and frameworks to ensure alignment and integration across initiatives and activities.

Investment Planning and Project Management:

• Establish a revised prioritization framework for digital opportunities with strengthened intake model (with CFO/SPP).
• Review and strengthen Project Management Service Delivery Model

Organization and People Management

• Implement organizational changes to strengthen executive leadership and stabilize organization HR and financial capacity
• Ensure alignment and delivery in the equity, diversity and inclusion in the sector space
• Ensure the health and well-being of our people
• Adopt client-centric and agile design practices
• Develop and recruit digitally skilled resources (Digital Talent Engine) and work with IRCC’s Learning Academy on digital upskilling.

Partnership Management

• Strengthen both (internal) Business Relationship Management function and (external) partnership/vendor management functions.

Annex: DSSI Linkage to Mandate Commitments

• Continue to bring newcomers to Canada to drive economic growth and recovery: support the development of implementing digital tools to facilitate intake and realize efficiencies. Through DPM3, lay the foundations for a world-class immigration system that will provide a client experience that will attract immigrants while enabling efficient and effective business processes.
• Facilitate the safe passage and resettlement of vulnerable people from Afghanistan, and increase the number of eligible refugees from Afghanistan from 20,000 to at least 40,000: Implementation of Special Measures Webform in TR e-App to triage inquires for Afghanistan situation; supporting processing improvements, through a renewed digital platform.
• Reduce application processing times: supporting the development of solutions to alleviate manual processing; developing digital application intake solutions for TR, PR, Asylum, Citizenship and Passport clients; digitization of paper-based inventories for all PR lines of business through digital intake solutions.
• Introduce electronic applications for family reunification: supporting the development of the solution to provide semi-integration to make the PR Digital Intake Portal; begin integration of the PR portal into GCMS for select lines of business; and develop new digital case status tracker for Family Class. Integration into GCMS of applications received via the PRDI tool; and developed new digital case status tracker for Family Class.
• Continue to address the profound systemic inequities and disparities that remain present in the core fabric of our society, including our core institutions: supporting the department’s efforts to address racism through the provision of expert equity and inclusion advice regarding renewal of the department’s anti-racism strategy.
• Support Canada’s response to the Russian invasion of Ukraine: supported modifications to policies, processes and systems to facilitate Ukrainians seeking safe haven.

Annex: Digital Platform Modernization Quick 101

• Digital Platform Modernization (DPM) is IRCC’s signature modernization initiative and key enabler for IRCC’s overall digital journey.
• DPM is about much more than delivering a new digital platform to replace the Global Case Management System (GCMS); it is about re-imagining and redesigning business processes, pursuing policy simplification to maximize outcomes and benefits and providing a modern digital platform.
• The DPM project is divided into three phases over 5-7 years. Phase I is complete and Phase II continues to gain momentum and complete planned deliverables. The first two phases are led by the Chief Information Officer and are focused on de-risking and reducing technical debt, establishing secure cloud connectivity, and developing key building blocks of the future system.

Phase I: Stabilize

Dec 2020-Nov 2021 $58.7M

Achieve stable legacy systems and extend the life of our current system

Phase II: Standardize

Dec 2021-March 2023 $72.8M

Build upon business process optimization and achieve reduced “technical debt”; secure enterprise cloud connection; build key building blocks for future system

Phase III: Enhance

Dec 2021 (definition stage)-Dec 2026 $827.3M

Focus on re-imagining how we do business: Deliver our future operating model, our new digital platform, and the enabling activities to ensure we are “digital-ready”.

• Phase III is the most complex, and will yield the most significant benefits for clients and Canadians. It has been set up as a Programme, under TBS oversight and is one of three programmes reporting to the Deputy Minister’s Core Services Committee. Phase III begins with a “Definition stage,” a key planning period that will set the stage for program change in parallel with technology renewal. The definition stage is targeted to be complete at the end of April 2023.

Annex: IRCC Programme, Project and Investments Snapshot

Total Number of IRCC Programme, Projects & Investments with the following breakdowns: 45

Total IRCC Investment Portfolio

Funding breakdown per sector (up to FY2023-2024): $704.56M

Additional projects/investments

Projects

• Temporary Foreign Worker Employer Portal Improvement
• Interim Federal Health Program Claims Administration Modernization Project
• Passport Digital Services
• Entry/Exit
• Permanent Resident (PR) Card Re-Procurement
• Citizenship Biometrcis Purge
• ATIP Case Management Replacement
• Facial Recognition System (FRS) Service Contract Procurement
• National Occupational Code Revision
• Permanent Resident Portal
• Digital Tool for Afghan Refugees

Investments

• Moneris Checkout and 3-D Secure 2.0
• CSC Webform Modernization
• United States Lawful Permanent Resident (USLPR) Electronic Travel Authorization
• Client Facing Scheduling Service (CFSS)
• Citizenship On-Line Testing

Issue

Top issue relates to departmental capacity and prioritization. Other common issues being reported are technical in nature, such as, the ability to implement some key requirements.

Impact

As a result, projects are facing delayed content delivery, schedule delays, increased costs and delayed implementation date. These are also impacting projects linked to GCMS, external partners and interdependencies with other projects.

Risk

• Misalignment with other external project dependencies
• Major project delays and delivery timeline extensions
• Project delivery expecting to exceed expenditure authorities

Mitigation

• Review project portfolio with business partners to re-set priorities and adjust project scope as required.
• Increase capacity where possible by hiring additional resources or contracting with external support.