IMIT digital plan of the public service Commission 2019-2022
Table of contents
- CIO’S MESSAGE
- THE PSC’S IM/IT STRATEGY
- SECTION I: DEPARTMENTAL IM/IT PLAN OVERVIEW
- IM/IT Context within the Organization’s Mandate and Priorities
- Departmental Program-Driven IM/IT Priorities
- GC Modernization Priorities
- Alignment to the GC Strategic Plan for IM and IT for 2019 to 2021
- Cloud Adoption Strategy
- IM/IT Risk Analysis
- Sustainability Plan for Critical IM/IT Applications
- End-of-Life Application Retirement Plan
- Horizontal Initiatives
- Human Resources (HR) Planning for the IM/IT Function
- Internal Audits and Evaluations
- IM/IT Planning Summary
- IM/IT Expenditure Profile
- SECTION II: ANALYSIS OF IM/IT EXPENDITURES BY PROGRAM
- Program Overview
- 1.1—Core Responsibility: Public Service Hiring and Non-Partisanship—Policy Direction and Support
- 1.2—Core Responsibility: Public Service Hiring and Non-Partisanship—Recruitment and Assessment Services
- 1.3 —Core Responsibility: Public Service Hiring and Non-Partisanship — Oversight, monitoring and non-partisanship
- 2.1—Core Responsibility: Internal Services
- Planned IM/IT Project/Activity
- Program Overview
- ANNEX A—PROJECT AND ACTIVITIES CATEGORIES FOR 2019–2022
- ANNEX B—APPLICATIONS FOR INVESTMENT CATEGORIES
- ANNEX C—GOVERNMENT OF CANADA DIGITAL STANDARDS
- ANNEX D—GLOSSARY
List of Figures
- Figure 1—Departmental Program-Driven IM/IT Priorities
- Figure 2—GC Modernization Priorities
- Figure 3—Alignment to GC IM/IT Strategic Plan Strategic Actions
- Figure 4—Departmental Cloud Adoption Strategy Risks
- Figure 5—Departmental IM/IT Risks
- Figure 6—End-of-life Application Retirement Plan
- Figure 7 — IM/IT Human Resources (Full-time Equivalents)
- Figure 8 — IM/IT External Services Breakdown (dollars, FTEs)
- Figure 9—Internal Audits and Evaluations
- Figure 10 — IM/IT Financial Resources (Planned IM/IT Expenditures—dollars)
- Figure 11 — IM/IT Human Resources (Full-time Equivalents)
- Figure 12 — IM/IT Planned Expenditures by DRF Summary (dollars)
- Figure 13 — IM/IT Planned Expenditure Profile (dollars)
- Figure 14—Program: Policy Direction and Support Summary—IM/IT Financial Resources (dollars)
- Figure 15—Program: Policy Direction and Support—IM/IT Human Resources (Full-time Equivalents—FTE)
- Figure 16—Recruitment and Assessment Services Summary—IM/IT Financial Resources (dollars)
- Figure 17—Recruitment and Assessment Services Summary—IM/IT Human Resources (FTEs)
- Figure 18—Oversight, Monitoring and Non-partisanship Summary—IM/IT Financial Resources (dollars)
- Figure 19—Oversight, Monitoring and Non-Partisanship Summary—IM/IT Human Resources (FTEs)
- Figure 20—Internal Services Summary—IM/IT Financial Resources (dollars)
- Figure 21—Internal Services Summary—IM/IT Human Resources (FTEs)
- Figure 22—PSC Applications, by Investment Categories
CIO’s Message
Over the next three years, our IT organization will focus on people, business and execution to enable the Public
Service Commission's delivery on digital modernization.
There are many aspects to what we do in an IT organization but at the heart of it all is - people. We
need to focus on the needs of our end-users and maintain a skilled workforce in an environment where both the public
and private sectors have high demand for IM/IT talent in this 4th Industrial Revolution.
To address these needs, our organization will focus on three people aspects which are building blocks for the delivery
of digital solutions:
- We will focus on the end-user (client) needs. To achieve this, we will design with users, build in accessibility from the start and collaborate widely as we modernize systems and solutions for Canadians and public servants.
- We will focus on our workforce - without whom we could not realize services and solutions. We will strengthen the work environment of our people to support them day-to-day and provide them the ability to develop themselves. This will include co-creating, with junior staff, an approach to support their career growth within the Public Service Commission – for us today and the broader Public Service tomorrow.
- We will focus on the workforce of tomorrow - upon which our future relies. We will put an emphasis on recruitment and supporting the digital development of the future workforce with partners from across government, academia and private sector.
Our focus on the business of the Public Service Commission (PSC) is evident by the prioritization of
the IT budget on the digital modernization of key business capabilities. At the center is investment is the
modernization of the Public Service Recruitment System - the GC Jobs Transformation project. This is complemented by
projects that were prioritized for their value to Canadians and public servants which include: Electronic Manager
In-Basket, Second Language Evaluation (SLE)—Unsupervised Internet Testing (UIT), and Accessible Accommodation Online
Form Footnote 1
The increase in IT capacity to deliver in recent years and the transformation taking place across the government are
opening new doors and avenues that will benefit this plan. To support project execution and
continuous operations, we will strengthen the fundamentals of processes, information management, and technology to
improve service levels to business lines and strengthen the development and maintenance of the PSC solutions.
The PSC is ready to implement this ambitious and achievable plan that will produce real results for public servants
and Canadians.
Elizabeth Rhodenizer
Chief Information Officer, Public Service Commission
The PSC’s IM/IT Strategy
Mission
Information Management and Information Technology (IM/IT) is integral to the business of the PSC and our services to Canadians and Parliamentarians—applicable today and adaptable tomorrow. We bring people, processes, information, data and technologies together—driving solutions to problems and seizing opportunities.
Approach
Although a small department, the PSC delivers national programs for Canadians and provides services directly to
departments in support of niche workforce needs. From an IT standpoint, the PSC has traditionally delivered on a
strategy that was heavily based on customized in-house applications. While maintaining and rationalizing our current
production systems, we will focus heavily on strategic, project-based and operational activities to position the PSC
as a digital department. In 2019-20, this translates to a direct focus on operational excellence driven by service and
value for money.
The success of this strategy relies on five factors:
- Strengthen PSC’s production systems to stabilize and standardize operations holistically by including people, processes and technologies. In addition, we will design the digital ecosystem upon which new and updated solutions will be developed in the future which will leverage the Government of Canada (GC) Digital and Architectural Standards (Annex C).
- Improve execution of projects by integrating the planning and capacity analysis of ITSD resources, and better align planning between programs (business) and IM/IT schedules.
- Enhance communication to all stakeholders on the delivery of services, projects, and the value of IM/IT to business partners.
- Improve transparency to key stakeholders in a more timely fashion with regard to cost, project status, and business impacts. This includes strengthening the forecasting of delays and detailing interactions with other projects and programs while identifying workarounds and alternative options.
- Support ITSD’s people to deliver user-centric and digital service offerings while navigate the evolving digital landscape.
Success Factors of the PSC's IM/IT Strategy - Text version
Cogwheel flowchart with seven interlocking circular gears depicting the interconnected, dependent factors that determine the success of the PSC's IM/IT Strategy. From left to right the seven gears can be read as: Improve Transparency, Improve Execution, Align to GC Architectural Standards, Support People, Strengthen Production Systems, Align to GC Digital Standards, Enhance Communication.
Section I: Departmental IM/IT Plan Overview
IM/IT Context within the Organization’s Mandate and Priorities
The PSC’s enduring function is defined under its single core mandate, which is to promote and safeguard a
merit-based, representative and nonpartisan public service that delivers results for all Canadians. Through policy
direction and guidance, the PSC supports departments and agencies in the hiring of qualified individuals into and
within the public service, helping to shape a workforce reflecting Canada’s diversity.
Within the department, the Information Technology Services Directorate (ITSD) acts as a strategic partner in
supporting the following four departmental priorities for 2019–2022 through IM/IT-enabled program delivery:
- Provide leadership and support in efficiently building a diverse and highly competent public service.
- Promote and safeguard the integrity of the staffing system and the non-partisan nature of the federal public service.
- Contribute to the development of a competent and professional public service through the provision of high-quality services.
- Support a high-performing workforce through the promotion of a healthy, respectful and modern workplace.
The department is maintaining strong IM/IT Expenditures alignment with Recruitment and Assessment Services program for Fiscal Year 2019-20. It is investing in the modernization of the recruitment and assessment tools, streamlining program delivery and supporting digital solutions to increase system accessibility and improve the quality of staffing services is the departmental priority.
Key Business Projects
The PSC is moving forward with the renewal of the GC recruitment platform GC Jobs. Fiscal Year 2019-20 will focus on the delivery of a pilot or proof of concept. In support of this work, the PSC will work in collaboration with the HR to Pay Next Gen project led by Office of the Chief Human Resources Officer (OCHRO) and Office of the Chief Information Officer (OCIO). This will ensure alignment and is expected to lead to efficiencies and better delivery of the project. The work done on the GC Jobs Transformation project will benefit from the experience gained working on other initiatives such as the Applications Rationalization project and the Electronic Manager in-Basket with Code for Canada. In addition, the PSC will also start the work on other business projects such as: Second Language Evaluation – UIT and the GC Financial Management Transformation (FMT) projects.
Key IM/IT Projects
On the Information Technology (IT) side, recent lessons learned have highlighted that the PSC needs a strategic and
deliberate approach to implementing digital transformation. For these reasons, the PSC will develop a Digital Strategy
including integration of the PSC Cloud Strategy with an associated Roadmap. The Roadmap will identify current and
foreseeable future digital requirements as well as an implementation plan tailored to the needs of the PSC. This will
drive the PSC’s ability to innovate and deliver modern and flexible platforms aligned with the GC 2018–2022
Digital Operations Strategic Plan. This alignment will also be achieved through other IT projects such as updating the
regional testing system platform to be compliant with the latest operating system, delivering secure Web access,
updating all PSC servers to the Windows 2016 platform and the adoption of the Digital Communication Program that
will deliver common email and cloud services.
From an Information Management (IM) perspective, ITSD will continue increasing the maturity of its IM program through
the implementation of the departmental disposition framework and leveraging GCDOCS by enabling features and offering
information management services. The IM program will also contribute to the development of the Open Government
program, leading the Open Information component of the program’s operations, in coordination with Data Services
and Analysis Directorate’s efforts in leading the Open Data activities.
Departmental Program-Driven IM/IT Priorities
Figure 1 provides an overview of how the IM/IT Priorities are aligned within the Departmental Plan and support
the Departmental Result Framework (DRF).
The Departmental program-driven IM/IT Priorities for 2019–2022 are as follows. Detailed additional information can be
found in Appendix II:
Departmental Program-Driven IM/IT Priorities
Program |
Program Description |
|
---|---|---|
1. Policy Direction and Support |
The Policy Direction and Support Program exists to support departments and agencies in hiring qualified individuals into and within the public service, experimenting and innovating with their staffing approaches and supporting strategies to help them meet their business needs and to achieve their diversity and employment equity objectives. The Policy Direction and Support Program establishes government-wide direction on staffing through regulations and policy. This Program also provides guidance to organizations to enable legislative, regulatory and policy compliance, including the provision of expert advice.
|
|
IM/IT Priorities |
Description/Status | |
Sustainment of IM/IT capabilities supporting the Policy Direction and Support Program |
|
|
2. Recruitment and Assessment Services |
The Recruitment and Assessment Services Program exists to support departments and agencies in the hiring of qualified individuals into and within the public service, helping to shape a workforce reflecting Canada’s diversity. The Recruitment and Assessment Services Program includes the delivery of recruitment programs, student programs, assessment and accommodation services and administration of legislated priority entitlements. Through outreach and the use of modern tools, online systems and technology, it provides Canadians with barrier-free access to public service jobs. This Program also collaborates with departments and agencies to create and implement innovative staffing and assessment approaches to meet the strategic recruitment priorities of the GC and the renewal of the public service.
|
|
IM/IT Priorities |
Description/Status |
|
Priority Entitlements System Alignment (PESA) |
|
|
GC Jobs Transformation |
|
|
Second Language Evaluation (SLE)—Unsupervised Internet Testing (UIT) |
|
|
Electronic Managerial In-Box (e-MIB) and Remote Supervised Testing |
|
|
Accessible Online Form for Requesting Test Accommodations |
|
|
Application Rationalization |
|
|
Cloud Strategy |
|
|
3. Oversight, Monitoring and Non-partisanship |
The Oversight, Monitoring and Non-Partisanship Program exists to ensure the integrity of the merit-based public service hiring process, to identify areas for continuous improvement and to ensure the non-partisanship of the public service. The Oversight, Monitoring and Non-Partisanship Program performs audits and investigations and conducts surveys to monitor organizational compliance with staffing legislation, regulations and policies, and to provide a system-wide view of the staffing environment and the non-partisanship of the public service. This Program also monitors and analyzes hiring data and conducts research to provide departments and Canadians an informed view of the dynamics of public service hiring. The Program also assesses public servants’ requests for permission to become candidates for elected office, and conducts outreach to ensure public servants know their rights and obligations regarding political activities.
|
|
IM/IT Priorities |
Description/Status | |
Impromptu |
|
|
4. Internal Services |
Internal Services are the activities and resources delivered across the organization in support to the programs and corporate obligations: Communications, Legal Services, HR, Finance, IM/IT, Procurement, and Internal Audit. |
|
IM/IT Priorities |
Description/Status | |
PSC Financial Management System Transformation |
|
|
Project Management and Reporting Tool |
|
|
Servers and Hosted Applications Upgrade |
|
|
Windows 10 |
|
|
SLE TOP Scheduling Solution (and GroupWise decommissioning) |
|
|
Digital Communication Platform |
|
|
Java Framework Latest for External Applications |
|
|
Digital Strategy & Roadmap |
|
|
GCDOCS 16 upgrade |
|
|
Finalize the information Disposition Framework |
|
|
Implement Open Information |
|
|
All Programs |
Secure File transfer Solution |
|
IT Security Program and SA&A Development |
|
|
|
Run Projects
Existing IM/IT capabilities:
Increase IM/IT process maturity:
|
GC Modernization Priorities
The PSC is committed to implementing the modernization priorities identified by the GC in its latest Strategic Plan for Information Management and Information Technology. The table below lists all GC Modernization priorities relevant to the PSC, and the current status strategy for implementation over the three-year planning period. Completed initiatives have been grayed out.
GC Modernization Priorities
IM/IT Priority |
Description/Status |
---|---|
SSC Services—Consolidate Data Centres |
Completed in August 2017. |
SSC Services—Consolidate Networks |
Completed prior to 2015. |
SSC Services—Adopt Common email Solution |
Completed in August 2018. |
SSC Services—Enhance Workplace Technology Device Management |
The PSC is compliant with this IT Priority, and additional Data Loss Prevention (DLP) measures will be implemented as part of the Windows 10 project. Moreover, the PSC is working with SSC on a common Windows provisioning solution that may be re-useable by other departments. |
Back Office Transformation (BOT) Services—Adopt MyGCHR System |
Completed in April 2017 |
BOT Services—Adopt GCDOCS for Electronic Document Management |
Completed in January 2018 |
BOT Services—Interoperability Platform Implementation (GCIP) |
The PSC is aware of developments in this area, and is identifying alignment between this initiative and specific PSC priorities. |
BOT Services—FMT |
The PSC is currently scheduled for a transition from its internal FreeBalance financial management platform to the Government of Canada Financial and Materiel (GCFM) solution in April 2020. It is in planning mode in order to identify the target financial system architecture to be implemented in support of the transition. |
BOT Services—Electronic Procurement System (EPS) |
The PSC is aware of developments in this area, and is planning to align PSC specific priorities with this initiative. |
Other Services—GC Application Programming Interface (API) Store Implementation |
The PSC is aware of developments in this area, and will look for opportunities to contribute to the API Store where possible. |
Other Services—Implement Shared Case Management |
The PSC has identified one potential pilot project to further explore this development platform in FY2019-20. |
Other Services—Migrate GC web sites to Canada.ca |
Completed in early 2017 |
Alignment to the GC Strategic Plan for IM and IT for 2019 to 2021
Of the 79 strategic actions described in 2018–2022 Digital Operations Strategic Plan, only 48 apply to all departments or specifically to the PSC. A number of those actions have been addressed in the GC Modernization Priorities section of this plan. The remaining actions are addressed in the following table:
Table I.3 GC IM/IT Strategic Plan—Strategic Actions
Strategic Action |
Description/Status |
---|---|
Section 1.1 |
The PSC is currently investigating the implementation of Application Performance Management (APM) tools in order to gather and analyze information about the performance of its applications in real time. This work will be revisited for FY2020-21. |
Section 2.1 |
The PSC’s Open Government initiative is actively steering the PSC towards a more open culture and processes by design. The PSC’s Open Government Action Plan complement this IM/IT plan. See the PSC’s Open Data report for more details. |
Section 2.3 |
The PSC’s Open Government initiative includes an accessibility strategy and action plan to ensure all
information created at PSC is accessible. |
Section 3.1 |
The PSC is aware and promoting the use of the GC Digital Principles from the earliest stage of project conception through their integration in Enterprise Architecture assessments and all project proposals. |
Section 3.1 |
The PSC completed the migration of its Web content to canada.ca in FY2017-18 and has since been an active participant in the development of the platform and its content. |
Section 3.2 |
The PSC does not currently have mobile-only applications. An internal proof-of-concept voice interface exercise was run in 18–19 and mobile access is planned for the new GCJobs platform. |
Section 4.1 |
The PSC is working with SSC in these areas, following guidance and infrastructure elements provided by SSC. The PSC expects to adopt an enterprise ITSM solution in FY2020-21. Joint PSC/SSC work on WLM and Cloud adoption has been ongoing for over two years. |
Section 4.1 |
The PSC’s network has been completely consolidated within SSC since prior to 2015. |
Section 4.2 |
The PSC’s IT Security group continues to make progress in ensuring a secure IM/IT environment for PSC
employees, partners and clients. |
Section 4.3 |
The PSC has invested in adopting agile methodologies in business solution implementation, and is revising its internal governance and project management framework to best integrate those methodologies. In 18–19, two major projects were implemented using an agile methodology, with more planned in 19–20. |
Section 4.4 |
The PSC migrated from GroupWise to the Outlook-based YES email platform in August 2018 as part of its Email Transformation Initiative (ETI). In FY2019-20, the PSC will to work with SSC to implement the Digital Communication Platform (DCP) |
Section 4.5<br> #45—Implement GCDOCS |
The PSC finished implementing GCDOCS in early FY2018-19. |
Section 4.5 |
The PSC has adopted modern standards such as R and Python to provide its data experts with the tools and resources required to further explore the data and information accessible within the organization. Additionally, the Information Technology Service Directorate Business Intelligence unit will work in collaboration with the Data Services and Analytics Division (DSAD) to advance the GC Data Strategy. |
Section 4.6 |
While the PSC has no specific AI or Blockchain projects planned for FY 2019-20, it is aware of the latest development in the field, including the work conducted by Treasury Board Secretariat (TBS) and Public Services and Procurement Canada (PSPC) in the AI procurement mechanism. The PSC is investing in training and skill development and will look to leverage this technology in future projects accordingly. |
Section 5.1 |
As part of its Windows 10 project, the PSC is currently decommissioning its desktop computers (except for regional testing centres) and endeavouring to provide every employee with a laptop or tablet. It has implemented Wi-Fi access in its headquarters and has initiated installations in the four regional offices. For the installations not complete in 18–19, they will be completed in early 19–20. The provisioning of updated desktop video-conferencing is scheduled in 19–20. |
Section 5.2 |
See section “Human Resources (HR) Planning for the IM/IT Function.” |
Section 5.3 |
See section “Human Resources (HR) Planning for the IM/IT Function.” |
Section 6.1 |
See section “Horizontal Initiatives” |
Section 6.2 |
The PSC is continuously revising its IM/IT management practices, processes and tools. In FY2018-19, it has
launched an effort to modernize its project management tool, to be operationalized in FY2019-20. |
Section 6.3 |
The PSC is scheduled to migrate to the GCFM platform on April 1st, 2020 and will spend much of FY-2019-2020 preparing itself for this transition. |
Cloud Adoption Strategy
Laying the foundation and strategic approach for the migration of the PSC’s IM/IT operations to cloud services
is a top priority for FY2019-20 and the organization is committed to significant efforts in this area. The benefits of
cloud-augmented operations are seen to be significant and the organization will invest in the training of staff to
design, develop, broker, acquire and operate in this new domain. A Cloud Strategy will be developed (19–20) and
aligned to the Digital Strategy and associated Road Map.
The PSC, in partnership with other departments including SSC and PSPC, is gradually integrating cloud options in its
solution and investment planning activities. The risks surrounding cloud services will be managed through different
strategies and the organization will consider cloud-based opportunities when it results in better, faster and more
affordable services delivery.
Examples of the PSC’s implementation of cloud-based solutions:
- The PSC is gaining maturity in its evaluation of public cloud-based solutions for client requirements. In 2018-19, expanded usage scenarios for various open cloud-based solutions such as Trello and JIRA were reviewed and approved. New requests for limited use of public cloud services are regularly received, formally evaluated and lessons learned from those usages are being applied to new requests.
- After successfully migrating its RDIMS and HR systems to GC enterprise federated solutions, the PSC is planning to finish the migration of its current CA PPM software to a cloud-based Microsoft Project Online solution in 2019–2020. A migration to a federated finance solution as part of the FMT is also planned for April 1st, 2020.
- In partnership with SSC, the PSC implemented its tools, processes and solutions and expects to move some of its development effort to a cloud-based development process in 2019-20 aligning with modern automation deployment practices.
The PSC has identified the following top risks in enabling a Cloud Adoption Strategy:
Top Cloud Adoption Strategy Risks
Risk |
Application/Mitigation |
---|---|
Development of cloud skills |
Cloud priorities identified by the PSC will require greater understanding of cloud-based architectures, solutions and operations. Remediation activities includes launching cloud-based projects to gain experience, and training employees in cloud technologies in order to develop relevant skills. |
No Departmental Cloud Strategy |
The PSC will develop a departmental Cloud Strategy in FY2019-2020. This strategy will take advantage of the latest GC guidance in the matter, of expertise buildings within the PSC and of the latest SSC offerings. |
Data Privacy Management |
The PSC often manages data that is considered sensitive, from employment history to job applications to test results. To prepare in anticipation of cloud-based projects, the PSC will gather experience in data management, and communicate the elements of cloud technologies to business clients in order to increase organizational understanding and comfort levels in processing and storing PSC data outside traditional data centre boundaries. |
Established Organizational Processes |
Adopting Cloud technologies represents a significant change in planning, practices and operational activities for many subject matter experts. The identification of the required changes to current approaches or adoptions to new will be identified as part of the Cloud Strategy. |
New Financial Planning Implications |
Experience gathered from other departments’ experience with cloud services suggests that they require a new model for financial planning, placing more emphasis on understanding the performance and working within the elasticity of the solution rather than fixed operating costs. We will align this requirement to the Cloud Strategy and financial and technical resources will work to better understand the various models and options. |
Specialized Systems |
The PSC has developed its own systems to deal with its specialized business requirements and processes. Finding equivalent cloud solutions will require analysis, and strong partnerships with the programs (business) to determine the business transformation needs or ability to adapt to industry-standard business processes. Remediation strategies include enterprise-wide architectural analysis of business processes for custom software hosted on PaaS implementation, in parallel with a review of existing processes to better fit in third-party cloud-based software as a service (SaaS) solutions. |
IM/IT Risk Analysis
Departmental IM/IT Risks
Risk |
Risk Response Strategy |
---|---|
Risk #1: There is a risk that multiple concurrent government-wide initiatives will limit the capacity of departments and agencies to implement the PSC’s agenda |
The PSC will make use of limited over programming and close monitoring of government-wide initiatives to leverage any opportunities resulting from delays in the implementation of the initiatives. |
Risk #2: There is a risk to the progression and achievement of PSC’S results if there is a lack of alignment and coordination of activities across central agencies |
The PSC will increase engagement with central agencies to secure collaboration through strategic meetings, working groups and in some cases the participation of employees as part of the central agencies initiatives (e.g. HR to Pay NextGen) |
Risk #3: There is a risk that the PSC’s technological environment (including people, systems, processes and information) might impede its ability to foster innovation, demonstrate service excellence, support the data strategy and the digital transformation of the government. It may also hinder evidence-based decision-making. |
The PSC will produce a Digital Strategy (including Cloud Strategy) and associated roadmap specific to the
PSC. |
Risk #4: There is a risk that the PSC will not have sufficient internal capacity and expertise in specific occupational groups to deliver on some government-wide initiatives, PSC’s programs, and overall, PSC’s results for Canadians |
The PSC will make use of diverse and innovative recruitment strategies as described in its IM/IT HR
Strategy. |
Sustainability Plan for Critical IM/IT Applications
The PSC does not have Mission Critical Systems. (Mission critical system: an IT system that is essential to the health, safety, security, or economic well-being of Canadians and supporting the effective functioning of the government.) However, the PSC has identified a list of Departmental Critical Applications and Systems essential to the daily operations and service offerings of the department. Outages affecting these systems are prioritized by SSC to ensure rapid incident resolution.
End-of-Life Application Retirement Plan
The following table describes the PSC approach and resources supporting the elimination of applications at the end of their lifecycle, as identified in the Application Portfolio Management information via a “TIME” rating of “Migrate” or “Eliminate.”
End of Life Application Retirement
Application name |
Application Analysis Recommendations |
---|---|
Assessment Centre Integrated Info System (ACIIS), assessed as “Eliminate.” |
ACIIS is currently contained. An option analysis for a replacement solution is scheduled for FY2019-20 |
Test Scoring and Results Reporting (TSRR), assessed as “Eliminate.” |
TSRR is currently contained. It will be replaced and decommissioned by the end of FY2019—20 as part of the Application Rationalization project. |
EZ-Time, assessed as “Migrate” |
EZ-Time is currently contained and will be decommissioned by the end of as soon as practical to the Corporate Standard MS Project Management & Reporting solution. |
Public Service Resourcing System (PSRS), assessed as “Migrate.” |
The replacement of PSRS is the focus of the GC Jobs Transformation project that began in FY2018-19. |
SAS Analytical Environment, assessed as “Migrate” |
A variety of projects scheduled to end in FY2019-20 are underway to reassess, improve and complement the use of Statistical Analysis System (SAS) within the PSC. The Impromptu Replacement project will find a reporting solution that will allow SAS usage to focus on analytical needs. The Data Lake will provide a better data architecture for SAS. An upgrade to the SAS platform will make it more current. Finally, a continuing review process for the SAS licensing agreement will formalize the new usage profile for the software. The replacement solution for Impromptu will be identified and procured in FY 19-20. |
Vovici, assessed as “Migrate.” |
A replacement solution to Vovici is being studied and an option analysis is scheduled for FY2019-20 |
Additionally, the PSC is keeping track of applications that are not necessarily at the end of their lifecycle as determined by their TIME assessment, but are nearing the end of their business usefulness. In 2018-19, the PSC removed five applications from its APM inventory. Over the next three years, other applications such as Remedy, Teammate, EFS, Freebalance, CMS and PBHC will be reviewed in light of enterprise-scale initiatives such as FMT and Enterprise Case-Management Solution.
Horizontal Initiatives
The PSC supports horizontal initiatives in addressing the joint needs of departments within the government. The department plans on being active in leveraging enterprise solutions to support the departments’ transformation and reporting needs. To that effect, the PSC is targeting FMT and collaboration with the Next Gen project:
- In November 2017, the PSC signed a partnership agreement with TBS to onboard to the GCFM solution. The PSC plans to transition from FreeBalance, its current financial system, to FMT’s GCFM solution over the course of 2019 for transition on April 1st, 2020.
- In parallel, the PSC has identified an opportunity to collaborate with the Next Gen project where one employee of the PSC from ITSD will temporarily join the Next Gen project team. The experience gained through their collaboration on this project will allow for synergies, efficiencies and best practices to be integrated in the planning and execution of the GCJobs project.
The PSC is also involved with the following IM/IT community engagement and partnerships:
- The PSC CIO is a member of the CIO Strategy Council, which is an open, inclusive forum composed of CIOs from both private and public sectors. The Council members collectively shape and influence the Canadian information and communication technology ecosystem. For the PSC, this helps inform of changes that we can bring to the recruitment, and the future of work in the GC.
- The PSC CIO sits on the CIO Strategy Council steering committee as well as the subcommittees for Policy and Work Integrated Learning.
- The PSC is a member of the CIO Association of Canada, an association of CIOs and IT leaders in Canada, which grows IT leaders, and builds a community for the dynamic exchange of ideas and best practices.
- Given the broader transformation underway with the PSC and the need for this to be supported and enabled by strategies, planning and enabling technologies, the CIO leverages this Association to actively engage with other public and private sector CIOs to learn from their forward leaning work and experiences in realizing digital business transformation.
- The PSC is also a long-time contributor to Developing Professionalism in Informatics (DPI) Canada, a not-for-profit no-fee association for Information Management and Technology (IM/IT) professionals from various levels of public sector government and academia. DPI focuses on the promotion of the development of public sector professionals and the effective application of IM/IT in the Federal Government of Canada and other public sector jurisdictions.
- The PSC CIO sits on the DPI Advisory Board, along with senior executives involved in the information and technology fields from both the public and private sectors.
- The PSC CIO also sits on the DPI Board of Directors, Affiliate Services and Engagement. This seat focuses on providing affiliates (IM/IT professionals) with the ability to engage CIOs from across the public sector and academic institutions within the NCR on their IM/IT priorities. In addition, this role also brings affiliates together in professional settings where they can build and develop their network with other IM and IT professionals.
Human Resources (HR) Planning for the IM/IT Function
In 2018-19, ITSD developed in the open with employees an updated and new version of its IM/IT HR strategy. This HR
strategy places emphasis on process flexibility in order to identify, attract, on-board, develop and retain talent.
This flexibility can take the form of a regular student intake, increased casual hiring, all advertised staffing
processes made open to the public, use of non-advertised appointments from pools developed by other organizations,
recruitment from the private sector, and talent management at all levels.
While most of the PSC’s IM/IT resources are permanent employees, the organization has recently made a
substantial and increasing use of a contingent workforce (terms, students and casual contracts) to meet capacity
requirements. For instance, ITSD targets the hiring of up to 16 students per semester between the national capital
region and the Halifax regional office. This allows for a continuous influx of talent and innovative ideas where an
intergenerational workforce can come together and learn from each other while delivering on the PSC and GC digital
agendas.
While the IT organization continues to evolve and transform to be more flexible and agile, ITSD is developing its
workforce skills in matters such as but not limited to: middleware, cloud computing, innovation, collaboration and
leadership. Its recruitment strategy is adapted to the planned direction of the organization. The PSC has been
recruiting university graduates in the IT domain for the past few years, and has diversified its workforce, reducing
some employment equity (EE) gaps where they were present.
Recruitment of talent and the retention of existing talent are both essential to undertake IT-enabled transformations.
To do this, the PSC is investing in the development of policies and directives piloting junior development programs,
alternative work arrangements such as telework and a distributed work force, in addition to recruiting CS resources in
the Halifax regional office. ITSD management is also working on co-creating a CS-01 development pilot program with
employees, as well as a strategy for a SLE program for unilingual employees.
To ensure alignment with GC-standard HR practices, ITSD has been using the CIO suite of generic work descriptions for
years. It has also leveraged the flexibility provided by the New Direction in Staffing to recruit qualified personnel
in various domains, and at various groups and levels. The PSC has participated and supported multiple ConneCSion
recruitment events led by TBS and will continue to do so. In addition, the PSC was one of the sponsors of the CS Games
event held in Montreal in March 2018 and is a key partner in the March 2019 event.
From an HR planning perspective, ITSD has used a bottom-up approach to identify the HR capacity required to execute
its plans during the fall of 2018. This HR planning exercise enabled ITSD to compare the resource demand against its
staffing levels in terms, numbers of full time equivalent (FTE), levels and skill set required. The resulting HR
strategic plan enabled the organization to foresee the number of employees to be hired along with the required HR
support required and the areas of risk or missing resources requiring the use or potential use of consultants.
The table below details the FTE (all employee types—indeterminate, term, casual, and students) breakdown by IM/IT
Expenditure category for the next three years:
Planned FTE Breakdown by IM/IT Expenditure Category (FTEs)
|
Actuals |
|
Plan |
|
||||
---|---|---|---|---|---|---|---|---|
|
2019 - 2020 |
|
2020 - 2021 |
|
2021 - 2022 |
|
||
Distributed Computing |
FTEs |
|
FTEs |
|
FTEs |
|
FTEs |
|
CS-01 to 05 |
38 |
CS-01 to 05 |
30 |
CS-01 to 05 |
27 |
CS-01 to 05 |
26 |
|
EX-01 to 05 |
EX-01 to 05 |
|
EX-01 to 05 |
|
EX-01 to 05 |
|
||
AS-01 to 07 |
AS-01 to 07 |
|
AS-01 to 07 |
|
AS-01 to 07 |
|
||
EC-01 to 07 |
EC-01 to 07 |
|
EC-01 to 07 |
|
EC-01 to 07 |
|
||
COOP/STU. |
3 |
COOP/STU. |
1 |
COOP/STU. |
1 |
COOP/STU. |
1 |
|
Application Development/Database and Data Administration |
FTEs |
FTEs |
FTEs |
FTEs |
||||
CS-01 to 05 |
24 |
CS-01 to 05 |
51 |
CS-01 to 05 |
48 |
CS-01 to 05 |
47 |
|
EX-01 to 05 |
EX-01 to 05 |
|
EX-01 to 05 |
|
EX-01 to 05 |
|
||
AS-01 to 07 |
AS-01 to 07 |
|
AS-01 to 07 |
|
AS-01 to 07 |
|
||
EC-01 to 07 |
EC-01 to 07 |
|
EC-01 to 07 |
|
EC-01 to 07 |
|
||
COOP/STU. |
3 |
COOP/STU. |
6 |
COOP/STU. |
5 |
COOP/STU. |
5 |
|
Production and Operations Computing |
FTEs |
FTEs |
FTEs |
FTEs |
||||
CS-01 to 05 |
CS-01 to 05 |
CS-01 to 05 |
CS-01 to 05 |
|||||
EX-01 to 05 |
EX-01 to 05 |
EX-01 to 05 |
EX-01 to 05 |
|||||
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
|||||
EC-01 to 07 |
EC-01 to 07 |
EC-01 to 07 |
EC-01 to 07 |
|||||
Telecommunications (Data and Voice) |
FTEs |
FTEs |
FTEs |
FTEs |
||||
CS-01 to 05 |
CS-01 to 05 |
CS-01 to 05 |
CS-01 to 05 |
|||||
EX-01 to 05 |
EX-01 to 05 |
EX-01 to 05 |
EX-01 to 05 |
|||||
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
|||||
EC-01 to 07 |
EC-01 to 07 |
EC-01 to 07 |
EC-01 to 07 |
|||||
IT Security |
FTEs |
FTEs |
FTEs |
FTEs |
||||
CS-01 to 05 |
4 |
CS-01 to 05 |
5 |
CS-01 to 05 |
5 |
CS-01 to 05 |
5 |
|
EX-01 to 05 |
EX-01 to 05 |
|
EX-01 to 05 |
EX-01 to 05 |
||||
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
AS-01 to 07 |
|||||
COOP/STU |
COOP/STU |
1 |
COOP/STU |
1 |
COOP/STU |
1 |
||
IM/IT Program Management |
FTEs |
FTEs |
FTEs |
FTEs |
||||
CS-01 to 05 |
7 |
CS-01 to 05 |
16 |
CS-01 to 05 |
14 |
CS-01 to 05 |
14 |
|
EX-01 to 05 |
3 |
EX-01 to 05 |
2 |
EX-01 to 05 |
2 |
EX-01 to 05 |
2 |
|
AS-01 to 07 |
4 |
AS-01 to 07 |
3 |
AS-01 to 07 |
2 |
AS-01 to 07 |
2 |
|
CR-01 to 07 |
1 |
CR-01 to 07 |
|
CR-01 to 07 |
|
CR-01 to 07 |
|
|
COOP/STU |
|
COOP/STU |
3 |
COOP/STU |
3 |
COOP/STU |
3 |
|
Information Management |
FTEs |
FTEs |
FTEs |
FTEs |
||||
AS-01 to 07 |
4 |
AS-01 to 07 |
8 |
AS-01 to 07 |
7 |
AS-01 to 07 |
7 |
|
CR-01 to 07 |
4 |
CR-01 to 07 |
4 |
CR-01 to 07 |
3 |
CR-01 to 07 |
3 |
|
COOP/STU |
4 |
COOP/STU |
1 |
COOP/STU |
1 |
COOP/STU |
1 |
|
Total |
|
99 |
|
130 |
|
119 |
|
117 |
This reflects ITSD’s intention of reserving capacity for major business transformational projects such as GC Jobs Transformation. At this time, it is anticipated that the PSC will continue to use approximately the same amount of IM/IT resources delivering its program in the future.
IM/IT External Services Breakdown
IM/IT External Services |
Actuals |
Planned |
||
---|---|---|---|---|
Fiscal year |
2018–2019 |
2019–2020 |
2020–2021 |
2021–2022 |
HR Contracts in lieu of FTEs |
$2,704,894 |
$2,662,726.96 |
$2,500,000 |
$2,000,000 |
Other |
$335,000
|
|
|
|
Skills purchased through contracts |
|
|
|
|
Internal Audits and Evaluations
The following are recommendations from different audits on the PSC and its IM/IT service delivery team for the previous fiscal years:
Audited team |
Auditing body |
Areas covered |
---|---|---|
All of PSC |
Internal Audit Committee |
Audit of Project Governance and Resource Allocation
|
ITSD |
Internal Audit Committee |
Audit of Information Technology General Controls—Phase II
|
IM/IT Planning Summary
The PSC has significantly increased its IM/IT capability over the past three years. This surge in operational
capability will be normalized in 2019–2020, and is currently projected to decrease in 2020–2021. However, it is
anticipated that work on major business transformational projects will require the PSC to maintain the IT funding to
levels comparable to FY 18–19 budgets for the years to come. The reduction presented over the next three years
identifies reserved capacity to support these upcoming major business transformational projects.
The planned expenditures exceed the approved IM/IT budget by less than ten percent, a shortfall that will be
risk-managed and lowered through economies across other programs, in-year cuts to respond to changes in context, and
availability of extra funds at ITSD’s request.
The following tables provide a summarized view of how planned IM/IT resources align to the Departmental Program. It
contains the following three components: Summary of organization’s total IM/IT Financial resources, IM/IT HR and
IM/IT Financial resources by Program (DRF/Core Responsibility). Additional details can be found in
Appendix II.
All numbers include Employee Benefit Plan (EBP) of 15.3% which is outside the approved IT plan budget.
Table I.4 IM/IT Financial Resources (Planned IM/IT Expenditures—dollars)
Planned Expenditures
Fiscal year |
Main Estimates 2019–2020 |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|---|
Department |
85,459,355 |
85,459,355 |
85,388,138 |
85,338,138 |
Information Technology (Including EBP) |
|
17,916,914 |
16,084,561 |
15,866,201 |
Table I.5 IM/IT Human Resources (Full-time Equivalents)
Fiscal year |
2019-20 |
2020-21 |
2021-22 |
---|---|---|---|
Department |
805 |
805 |
805 |
Information Technology |
130 |
119 |
117 |
Table I.6 IM/IT Planned Expenditures by DRF Summary (dollars)
Planned Expenditure
Fiscal year |
Department info |
2019-20 |
2020–2021 |
2021-2022 |
---|---|---|---|---|
1. Policy Direction and Support |
Department |
11,018,844 |
11,015,845 |
11,015,845 |
Information Technology |
358,338 |
321,691 |
317,324 |
|
2. Recruitment and Assessment Services |
Department |
28,814,021 |
28,780,910 |
28,780,910 |
Information Technology |
5,375,074 |
4,825,368 |
4,759,860 |
|
3. Oversight, Monitoring and Non-partisanship |
Department |
14,676,605 |
14,672,797 |
14,672,797 |
Information Technology |
537,507 |
482,537 |
475,986 |
|
Internal Services |
Department |
30,949,885 |
30,918,586 |
30,918,586 |
Information Technology |
11,645,994 |
10,454,965 |
10,313,031 |
|
Total |
Department |
85,459,355 |
85,388,138 |
85,388,138 |
Information Technology |
17,916,914 |
16,084,561 |
15,866,201 |
IM/IT Expenditure Profile
The PSC has been increasing its IM/IT capability for a period of three years, until 2019–2020. It is expected that capability will be normalized in 2020–2021, and will start to decrease in 2021–2022. The PSC will achieve this by reducing HR and External Services costs in equal parts.
Planned IM/IT Expenditure Profile (dollars)
Planned Expenditure |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|
Hardware |
1,014,586 |
910,825 |
898,459 |
Software |
1,530,150 |
1,373,662 |
1,355,014 |
Human Resources |
11,790,765 |
10,584,930 |
10,441,232 |
Facilities |
0 |
0 |
0 |
External Services |
2,092,326 |
1,878,345 |
1,852,845 |
Supplies & Office Equipment |
8,592 |
7,713 |
7,609 |
IM/IT services received from other GC Departments |
1,480,495 |
1,329,085 |
1,311,042 |
IM/IT services provided to other GC Departments |
0 |
0 |
0 |
Total |
17,916,914 |
16,084,561 |
15,866,201 |
Section II: Analysis of IM/IT Expenditures by Program
In this section, further detail is given on the planned IM/IT expenditures by Program for the department. The section also explains how IM/IT directly enables programs, and how the current plan will ensure progress towards the PSC strategic outcome(s).
Program Overview
The following tables provide an additional description on how departmental IM/IT will directly support programs/core
responsibility and internal services.
The table below details the financial resource estimates for the program.
Program Summary—IM/IT Financial Resources (dollars)
Planned Expenditure
Core Responsibility: Public Service Hiring and Non-Partisanship— Program: Policy Direction and Support |
Main Estimates 2019–2020 |
|
||
---|---|---|---|---|
2019–2020 |
2020–2021 |
2021–2022 |
||
Department |
11,018,844 |
11,018,844 |
11,015,845 |
11,015,845 |
Information Technology |
358,338 |
321,691 |
317,324 |
1.1—Core Responsibility: Public Service Hiring and Non-Partisanship—Policy Direction and Support
The Policy Direction and Support Program exists to support departments and agencies in hiring qualified individuals
into and within the public service, experimenting and innovating with their staffing approaches and supporting
strategies to help them meet their business needs and to achieve their diversity and employment equity objectives. The
Policy Direction and Support Program establishes government-wide direction on staffing through regulations and policy.
This Program also provides guidance to organizations to enable legislative, regulatory and policy compliance,
including the provision of expert advice.
While no specific project or initiative is tailored to support uniquely this program, it will benefit from the
business outcomes from PSC-wide initiatives such as the Secure File Transfer Solution, IT Security Program and SA&A,
Cloud Computing and Digital Communication Program.
Program Summary—IM/IT Human Resources (FTEs)
Fiscal year |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|
Core Responsibility: Public Service Hiring and Non-Partisanship—Program: Policy Direction and Support |
88 |
88 |
88 |
Information Technology |
1 |
2 |
2 |
1.2—Core Responsibility: Public Service Hiring and Non-Partisanship—Recruitment and Assessment Services
The Recruitment and Assessment Services Program exists to support departments and agencies in the hiring of qualified
individuals into and within the public service, helping to shape a workforce reflecting Canada’s diversity. The
Recruitment and Assessment Services Program includes the delivery of recruitment programs, student programs,
assessment and accommodation services and administration of legislated priority entitlements. Through outreach and the
use of modern tools, online systems and technology, it provides Canadians with barrier-free access to public service
jobs. This Program also collaborates with departments and agencies to create and implement innovative staffing and
assessment approaches to meet the strategic recruitment priorities of the GC and the renewal of the public service
(such as supporting the proposed Accessible Canada Act with internship programs, student inventories and
the support that is needed to attain its new recruitment target.)
Significant support to this IM/IT-enabled program will be provided in the next three fiscal years in support of the
Departmental Plan’s Planning Highlight #7—Modernize recruitment and assessment tools, and streamline program
delivery and supporting IM/IT systems to increase system accessibility and improve the quality of staffing services.
For example, the PSC is exploring ways of delivering standardized tests through remote supervised testing and
unsupervised Internet testing. Experimentation is also integral in the PSC’s adoption of a “design
thinking” methodology which involves co-creating with the users of the Public Service Resourcing System to
develop and validate effective staffing approaches and practices. In addition, the PSC will continue seeking creative
solutions to improve accessibility for Canadians who are searching for and applying to jobs in the public service.
The business outcomes from this innovation support should directly support a reduction in time to complete a staffing
process, increase the number of qualified hires based on merit, and provide managers with the flexibility to staff
according to their hiring needs and performance expectations of the positions.
Projects/initiatives include: GC Jobs Transformation, PESA, SLE—Unsupervised Internet Testing (UIT), Cloud Strategy,
Psychology Personnel Centre—Application Rationalization, Accessible Accommodation Online Form and New Assessment for
Managers/Electronic Managerial In-Box.
The information in the above tables reconciles the information presented in the section entitled “Planned IM/IT
Project /Activity.”
Program Summary—IM/IT Financial Resources (dollars)
Planned Expenditure
Core Responsibility: Public Service Hiring and Non-Partisanship—Recruitment and Assessment Services |
Main Estimates 2019–2020 |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|---|
Department |
28,814,021 |
28,814,021 |
28,780,910 |
28,780,910 |
Information Technology |
5,375,074 |
4,825,368 |
4,759,860 |
Program Summary—IM/IT Human Resources (FTEs)
Fiscal Year |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|
Core Responsibility: Public Service Hiring and Non-Partisanship—Recruitment and Assessment Services |
332 |
332 |
332 |
Information Technology |
39 |
34 |
33 |
1.3 —Core Responsibility: Public Service Hiring and Non-Partisanship — Oversight, monitoring and non-partisanship
Through this plan, support is given to programs through innovative and effective means of communication via
social media to reach a diverse and multi-generational public service in support of Departmental Planning Highlight
#4—Conduct outreach to reinforce the PSC’s role regarding the political impartiality of the public service and
to ensure that public servants understand their rights and responsibilities regarding engaging in political
activities.
Projects/Initiatives include: Impromptu replacement, Cloud Strategy and Digital Communication Platform.
Program Summary—IM/IT Financial Resources (dollars)
Planned Expenditure
Core Responsibility: Public Service Hiring and Non-Partisanship—Oversight, Monitoring and Non-partisanship |
Main Estimates 2019–2020 |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|---|
Department |
14,676,605 |
14,676,605 |
14,672,797 |
14,672,797 |
Information Technology |
537,507 |
482,537 |
475,986 |
Program Summary—IM/IT Human Resources (FTEs)
Fiscal Year |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|
Core Responsibility: Public Service Hiring and Non-Partisanship—Oversight, Monitoring and Non-partisanship |
112 |
112 |
112 |
Information Technology |
4 |
4 |
4 |
2.1—Core Responsibility: Internal Services
The federal government considers Internal Services to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services ; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.
Projects/Initiatives Include: PSC Financial Management System Transformation, Project Management and reporting Tool for ITSD only, GCDOCS upgrade, Servers and Hosted Applications Upgrade, Windows 10, SLE TOP Scheduling Solution, Digital Communication Platform, Java Framework latest for external applications, Digital Strategy and Roadmap, Implementation of the CSE Top 10 IT Security Actions, Secure File Transfer Solution, IT Security Program and SA&A Development.Program Summary—IM/IT Financial Resources (dollars)
Planned Expenditure
Core Responsibility: Internal Services |
Main Estimates 2019–2020 |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|---|
Department |
30,949,885 |
30,949,885 |
30,918,586 |
30,918,586 |
Information Technology |
11,645,994 |
10,454,965 |
10,313,031 |
Program Summary—IM/IT Human Resources (FTEs)
Fiscal Year |
2019–2020 |
2020–2021 |
2021–2022 |
---|---|---|---|
Core Responsibility: Internal Services |
273 |
273 |
273 |
Information Technology |
86 |
79 |
77 |
Planned IM/IT Project/Activity
Below is a summary of all planned IM/IT projects and activities by programs (including internal services) and
priorities.
All planned IM/IT expenditures are included in this subsection. The level of granularity and number of
Project/Activity entries is based on relevance to the department in terms of resources and/or significance to programs
and IM/IT priorities of the department.
Information below excludes Employee benefit program.
Annex A — Project and Activities categories for 2019–2022
Table 15: Planned IT Projects/Activity
IT Project / Activity |
Planned IT expenditure 2019-20 |
Planned IT expenditure 2020-21 |
Planned IT expenditure 2021-22 |
Program |
Departmental Priority Rank |
GC prioritization Framwork |
IT Priority |
Project Priority Reference Info |
Investment Category |
Funding Source |
Planned project stage by end of fiscal year 2019-20 |
Planned project stage by end of fiscal year 2020-21 |
Planned project stage by end of fiscal year 2021-22 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Accessible Accommodation Online Form |
$ 130,000.00 |
$ 129,449.00 |
$ 129,449.00 |
Recruitment and Assessment Services |
6.7 |
High |
Medium Priority (Group 2) |
PRJ-100422 |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
Application Rationalization (Software Dev + Data Conversion) |
$ 1,200,000.00 |
$ - |
$ - |
Recruitment and Assessment Services |
7.25 |
High |
High Priority (Group 1) |
PRJ-100130 |
Grow |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
Cloud Computing |
$ 500,000.00 |
$ 500,000.00 |
$ 800,000.00 |
Recruitment and Assessment Services |
5.75 |
High |
Medium Priority (Group 2) |
PRJ-100295 |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
Digital Communication Program |
$ 1,000,000.00 |
Internal Services |
5.55 |
High |
Medium Priority (Group 2) |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
||||
Electronic Managerial InBox (e-MIB) and Remote Supervised Testing |
$ 585,000.00 |
$ 584,740.00 |
$ 584,201.00 |
Recruitment and Assessment Services |
4.2 |
Medium |
Low Priority (Group 3) |
PRJ-100401 |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
Enterprise Ticketing Solution |
$ - |
$ 610,833.00 |
$ 610,833.00 |
All programs |
5.25 |
High |
Not Funded ( Group Other) |
PRJ-100418 |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
GC Jobs Transformation |
$ 917,000.00 |
$ 1,000,000.00 |
$ 1,000,000.00 |
Recruitment and Assessment Services |
5.75 |
High |
Medium Priority (Group 2) |
Transform |
CIO Reference Levels |
Gate 3—Business case and general readiness |
Gate 4—Project charter / project management plan (PMP) |
||
Implementation of the CSE Top 10 IT Security Actions |
$ 50,000.00 |
$ - |
$ - |
Internal Services |
4.8 |
High |
Medium Priority (Group 2) |
PRJ-100423 |
Run |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
Impromptu |
$ 150,000.00 |
$ - |
$ - |
Oversight, Monitoring, and Non-Partisanship |
4.55 |
High |
Medium Priority (Group 2) |
PRJ-100396 |
Grow |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
IT Security Program and SA&A Development |
$ - |
$ - |
$ - |
All programs |
6.3 |
High |
Not Funded ( Group Other) |
PRJ-100284 |
Run |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
Java Framework Latest for External Applications |
$ 400,000.00 |
$ - |
$ - |
Internal Services |
4.55 |
High |
Medium Priority (Group 2) |
Run |
CIO Reference Levels |
Gate 5—Detailed project plan and functional specifications |
Gate 7—Post-implementation review |
||
New Infrastructure Configuration & Digital Solution Roadmap |
$ 500,000.00 |
$ - |
$ - |
Internal Services |
6 |
High |
High Priority (Group 1) |
Grow |
CIO Reference Levels |
Gate 5—Detailed project plan and functional specifications |
Gate 6—Construction complete and deployment readiness |
Gate 6—Construction complete and deployment readiness |
|
Priority Entitlements System Alignment (PESA) |
$125,000.00 |
$ 100,000.00 |
$ 100,000.00 |
Recruitment and Assessment Services |
4.3 |
Medium |
Medium Priority (Group 2) |
PRJ-100431 |
Grow |
CIO Reference Levels |
Gate 5—Detailed project plan and functional specifications |
Gate 7—Post-implementation review |
|
Project Management and Reporting Tool |
$ 126,170.00 |
$ 126,170.00 |
$ 126,170.00 |
Internal Services |
4.3 |
Medium |
Medium Priority (Group 2) |
PRJ-100236 |
Run |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
PSC Financial Management System Transformation |
$ 356,000.00 |
$ 356,355.00 |
$ 356,355.00 |
Internal Services |
6.8 |
High |
Medium Priority (Group 2) |
PRJ-100400 |
Run |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
PSCNet Protected A |
$ |
$ - |
$ - |
Recruitment and Assessment Services |
6.8 |
High |
Not Funded ( Group Other) |
PRJ-100200 |
Run |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
Second Language Evaluation (SLE) - Unsupervised Internet Testing |
$523,000.00 |
$523,201.00 |
$ 523,201.00 |
Recruitment and Assessment Services |
4.2 |
Medium |
Medium Priority (Group 2) |
PRJ-100419 |
Grow |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
Secure File Sharing Solution |
$ 121,000.00 |
$ 120,552.00 |
$ 120,552.00 |
All programs |
4 |
Medium |
Low Priority (Group 3) |
PRJ-100421 |
Grow |
CIO Reference Levels |
Gate 5—Detailed project plan and functional specifications |
Gate 7—Post-implementation review |
|
Servers and Hosted Applications Upgrade |
$ 942,266.00 |
$ 980,850.00 |
$ 980,850.00 |
Internal Services |
4.7 |
High |
Medium Priority (Group 2) |
PRJ-100427 |
Run |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
SLE Top Scheduling Solution (& Decommissioing GroupWise) |
$ 200,000.00 |
$ 200,000.00 |
$ - |
Recruitment and Assessment Services |
4.55 |
Medium |
High Priority (Group 1) |
PRJ-100134 |
Grow |
CIO Reference Levels |
Gate 6—Construction complete and deployment readiness |
Gate 7—Post-implementation review |
|
Windows 10 |
$ 300,000.00 |
$ 300,000.00 |
$ - |
Internal Services |
3.8 |
Medium |
High Priority (Group 1) |
PRJ-100198 |
Run |
CIO Reference Levels |
Gate 7—Post-implementation review |
||
Management of IM/IT - Run/Licences + Innovation |
$8,785,000.00 |
$ 9,200,000.00 |
$ 9,200,000.00 |
0 |
Run |
CIO Reference Levels |
|||||||
$16,910,436.00 |
$14,732,150.00 |
$14,531,611.00 |
Annex B—Applications for Investment Categories
The following table explicitly associates applications listed in the APM with their corresponding investment categories as planned for 2019–2022, as suggested by project proposals and anticipated changes to the environment:
PSC Applications, by Investment Categories
Investment Category |
Applications |
---|---|
Run |
|
Grow |
|
Transform |
|
Annex C—Government of Canada Digital Standards
Government of Canada’s Digital Standards
Government of Canada Digital Architectural Standards
As directed by TBS, the following standards will be applied to digital projects and initiatives in order to successfully align with the GC digital direction. The GC Enterprise Architecture Review Board (GC EARB) will use these standards to evaluate digital investments and solutions. The Digital Architectural Standards build upon the Digital Standards above and focus on best practices for architectural and design planning.
Government of Canada's Digital Standards 01 - Text Version
This image lists the ten guiding principles for the Government of Canada's Digital Standards. The ten principles are: Design with Users, Build in Accessibility from the Start, Collaborate Widely, Empower Staff to Deliver Better Services, Work in the Open by Default, Use Open Standards and Solutions, Iterate and Improve Frequently, Design Ethical Services, Address Security and Privacy Risks, Be Good Data Stewards.
Government of Canada Digital Standards 02 - Text Version
This image lists and describes the ten Digital Architectural Standards. The standards are: Use Open Standards and Solutions by Default; Maximize Reuse; Design for Users First; Deliver with Multidisciplinary Teams; Design for Performance, Availability, and Scalability; Enable Interoperability; Design Systems to be Measurable and Accountable; Keep Data Organized; Use Cloud First; Design for Security and Privacy.
Annex D—Glossary
Acronym |
Description |
---|---|
ACIIS |
Assessment Centre Integrated Information System |
API |
Application Programming Interface |
ATIP |
Access to Information and Privacy |
APM |
Application Performance Management |
BOT |
Back Office Transformation |
CA PPM |
CA Project and Portfolio Management |
CFO |
Chief Financial Officer |
COOP |
Cooperation Educational Program |
CS |
Computer Systems |
CIO |
Chief Information Officer |
CMS |
Contract Management System |
CSE |
Canadian Securities Exchange |
DCP |
Digital Communication Platform |
DLP |
Data Loss Prevention |
DPI |
Developing Professionalism in Informatics |
DRF |
Departmental Results Framework |
DSAD |
Data Services and Analysis Division |
e-MIB |
Electronic Managerial In-Box |
EARB |
Enterprise Architecture Review Board |
EBP |
Employee Benefit Program |
EE |
Employment Equity |
EFS |
Electronic Forms System |
EPS |
Electronic Procurement System |
ETI |
Email Transformation Initiative |
EZ-Time |
Time-keeping application developped in-house |
FAIS |
Finance and Administration Integrated System |
FMT |
Financial Management Transformation |
FTE |
Full Time Equivalent |
FY |
Fiscal Year |
GC |
Government of Canada |
GCFM |
Government of Canada Financial and Materiel |
GCIP |
Government of Canada Interoperability Platform |
HR |
Human Resources |
IDEA |
Data Analysis Software |
IM/IT |
Information Management/Information Technology |
ITSD |
Information Technology Service Directorate |
ITSM |
IT Service Management |
NCR |
National Capital Region |
NDS |
New Direction in Staffing |
OCHRO |
Office of the Chief Human Resources Officer |
OCIO |
Office of the Chief Information Officer |
/ |
Platform as a Service |
PBHC |
Performance Based Human Capital System |
PEP |
Priority Entitlements Program |
PESA |
Priority Entitlements System Alignment |
PSC |
Public Service Commission |
PSPC |
Public Services and Procurement Canada |
PSRS |
Public Service Resourcing System |
RDIMS |
Records, Document and Information Management System |
SAS |
Statistical Analysis System |
SA&A |
Security Assessment and Authorization |
SaaS |
Software as a Service |
SIP</p> |
Safeguard Implementation Plan |
SLE |
Second Language Evaluation |
SLE-TOP |
Test of Oral Proficiency in the Second Official Language |
SPS |
Standard Payment System |
SSC |
Shared Services Canada |
TBS |
Treasury Board Secretariat |
TSRR |
Test Scoring and Results Reporting |
UIT |
Unsupervised Internet Testing |
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