IMIT digital plan of the public service Commission 2019-2022

Table of contents
List of Figures

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:

  1.  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.
  2.  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.
  3. 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:

  1. 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).
  2. 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.
  3. Enhance communication to all stakeholders on the delivery of services, projects, and the value of IM/IT to business partners.
  4. 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.
  5. 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:

  1. Provide leadership and support in efficiently building a diverse and highly competent public service.
  2. Promote and safeguard the integrity of the staffing system and the non-partisan nature of the federal public service.
  3. Contribute to the development of a competent and professional public service through the provision of high-quality services.
  4. 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

Figure 1—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.
1. Provide Leadership and enable organizations to efficiently hire a diverse and competent public service:

    •  Support organizations in innovating and leveraging the New Direction in Staffing to achieve their hiring needs.
    •  Provide policy direction and guidance to build understanding and ensure that public service appointments are merit-based and non-partisan.
    •  Collaborate with central agencies and stakeholders to enhance accessibility, diversity and inclusion in hiring and recruitment.

IM/IT Priorities

Description/Status

Sustainment of IM/IT capabilities supporting the Policy Direction and Support Program

  • Support program areas through sustainment of the IM/IT-capabilities providing Priority Administration and Political Activity Assessment.

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.
2. Provide programs, services and systems that contribute to the hiring of competent, diverse, and professional public service:

  • 2.1 Recruit talented and diverse candidates through outreach, promotion, and delivery of targeted programs and services to meet the evolving needs of job seekers and federal organizations.
  • 2.2 Modernize recruitment and assessment tools, streamline program delivery and supporting IT systems to improve accessibility and the quality of staffing services in the public service.

IM/IT Priorities

Description/Status

Priority Entitlements System Alignment (PESA)

  • Improve the users experience and position the Priority Entitlements Program (PEP) to be aligned with New Direction in Staffing (NDS) and other longer-term systems projects such as GC Jobs Transformation to increase efficiency of the appointment process.

GC Jobs Transformation

  • Leverage technological advancements and open standards, and significantly improve upon the positioning of the GC as a competitive employer of choice in attracting high-performing employees who are capable and qualified to deliver results for Canadians.
  • Support the transformation of the service model and recruitment process provided by the PSC in a modern digital context:
    • Reduce the time to complete a staffing process.
    • Provide managers with the flexibility required to fulfill their hiring needs.
    • Ensure that new hires and internal promotions meet the performance expectations of the position.

Second Language Evaluation (SLE)—Unsupervised Internet Testing (UIT)

  • Offering Unsupervised Internet Testing with fewer administrative requirements, reducing time to staff and increasing jobs accessibility by making assessment more convenient and accessible to candidates.

Electronic Managerial In-Box (e-MIB) and Remote Supervised Testing

  • Modernize and replace the existing Managerial In-basket tests with a more efficient tool to assess the new key leadership competencies.
  • Enhance the e-testing capacity of the PSC, allowing it to host a greater variety of online assessment tools.

Accessible Online Form for Requesting Test Accommodations

  • Improve user accessibility of online forms for accommodation requests.
  • Contribute to enabling the GC to meet commitments regarding Accessible Government and Bill C-81: The Accessible Canada Act.

Application Rationalization

  • Improve efficiency and effectiveness through the streamlining of PSC processes and applications/systems.

Cloud Strategy

  • Develop a Cloud Strategy to identify the best approach to migrate PSC applications and services to the cloud. This includes providing the PSC with Platform as a Service (PaaS) and Cloud sandbox environments to allow for the development of internal expertise and evaluate our overall readiness to move PSC systems and applications to cloud environment(s).

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.
3. Promote and safeguard the integrity of the staffing system and non-partisan nature of the federal public service:

  • 3.1 Conduct outreach to reinforce the political impartiality of the public service and to ensure public servants understand their rights and responsibilities regarding engaging in political activities.
  • 3.2 Employ effective oversight activities that support integrity, learning and ongoing improvement of a merit-based and non-partisan public service.

IM/IT Priorities

Description/Status

Impromptu

  • Implement a replacement reporting solution to access multiple PSC databases and allow for policy analysis, reporting, monitoring, research and development, answering client requests (internal and external to the PSC), reporting to Parliament on the health of the staffing system and to support evidence-based program development and operations (e.g., accommodation program). The procurement of the chosen solution will be completed in FY2019-20. Implementation is planned for FY2020-21.

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.
4. Support the PSC workforce by promoting a healthy and modern Workplace that is diverse and inclusive:
4.1 Promote and enable a high-performing culture that supports workplace well-being and healthy working relationships.
4.2 Support the delivery of PSC programs and services to achieve departmental results.
4.3 Develop and implement tools and initiatives to modernize and strengthen the Public Service Commission.

IM/IT Priorities

Description/Status

PSC Financial Management System Transformation

  • Ensure successfully transition to the GCFM platform.
  • Demonstrate compliance with the financial authorities granted by Parliament.
  • Achieve efficient and effective financial, procurement and administration systems that comply with GC Standards through the FMT initiative.

Project Management and Reporting Tool

  • For 2019–2020, provide ITSD with reliable and strong project management capability to increase the rigour and accountability of IT Project Management; help IT governance and decision-making and align with the GC Cloud Strategy for delivery of IT applications. This service will be rolled out to other business lines within the PSC in subsequent years.

Servers and Hosted Applications Upgrade

  • Pave the way for innovative projects with a modernized IT infrastructure

Windows 10

  • Improve desktop and laptop environments and comply with GC directives.

SLE TOP Scheduling Solution (and GroupWise decommissioning)

  • Enhance test scheduling capabilities, and provide better service while maximizing the use of resources within the PSC.

Digital Communication Platform

  • Ensure that the PSC aligns with the minimum requirements of migrating to DCP.
  • Maximize the use of the DCP solutions in order to be able to provide integrated communication and collaboration capabilities, resulting in improved efficiency in fulfilling PSC’s mandate and serving its clients and Canadians

Java Framework Latest for External Applications

  • Upgrade IT applications environment

Digital Strategy & Roadmap

  • Development of the PSC’s Digital Strategy
  • Assessment of the current infrastructure environment and establishment of a roadmap to develop the PSC digital ecosystem.

GCDOCS 16 upgrade

  • Upgrade GCDOCS to version 16, providing enhanced usability, more user-friendly and new functionalities (i.e. classification plan and physical object module)

Finalize the information Disposition Framework

  • Develop PSC Information Resources of Business Value Inventory and Retention Schedules.
  • Validate Information Resources of Archival Value with Library of Archives Canada.

Implement Open Information

  • Develop the PSC Open Information Plan in alignment with the overall Open Government Implementation Plan.
  • Design and automate the Open Information Process.
  • Shift culture and processes towards open information by design.

All Programs

Secure File transfer Solution

  • Provide an easy, secure and flexible way to securely exchange files with stakeholders within and outside of the federal public service.

IT Security Program and SA&A Development

  • Ensure that the PSC systems are in compliance with the Policy on Government Security and aligned to section 3.3

 

Run Projects

  • Primarily relating to continuing operations of the business; normal operation and support and sustainment of existing IM/IT capabilities.
  • Develop a PSC disposition plan and digitalization plan to cover all PSC physical records.

Existing IM/IT capabilities:

  • Increase in IM/IT capacity, security, and productivity in a GC compliant environment. Position the PSC to become cloud-ready.
  • Maintain the PSC Operating System (Windows 10) to GC Standards and applications/tools running on its environment.
  • Sustain of databases for all PSC applications and cost containment of licences.
  • Comply with security audit results regarding account credentials management practices and procedures
  • Sustainment of existing applications using the Java framework upgrade.

Increase IM/IT process maturity:

  • Mature and implement the Enterprise Architecture Program capability with the goal of improving IM/IT decisions and investments in support of PSC business priorities and GC enterprise priorities.
  • Sustain the security aspects of all PSC systems in compliance with the TBS Policy on Government Security and the other GC policy instruments
  • Increase the effectiveness of project oversight and governance via Project Management and Time-Tracking software (CA PPM) and the Project Management Framework
  • Conduct an Enterprise Architecture Maturity Assessment

 

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

Figure 2—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

Figure 3—Alignment to GC IM/IT Strategic Plan Strategic Actions

Strategic Action

Description/Status

Section 1.1
#3—Service standards and real-time performance reporting
#4—Real-time service application statuses

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
#7—Shift culture and processes towards open by design
#8 - 2018 to 2020 Open Government Action Plan

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
#10—Public Service Accessibility Strategy and Action Plan

The PSC’s Open Government initiative includes an accessibility strategy and action plan to ensure all information created at PSC is accessible.
The PSC is committed to putting standards in place to ensure the design of applications are open by default.

Section 3.1
#11—Incorporate digital principles into operations, programs and service design

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
#12—Improving Canada.ca content through targeted user-based initiatives.

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
#13—Better management of mobile applications
#14—Compatibility with personal voice assistants

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
#15—Implement enterprise IT service management tools
#16—Workload migration and cloud adoption

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
#17—Complete telecom/network consolidation

The PSC’s network has been completely consolidated within SSC since prior to 2015.

Section 4.2
#22—Implement endpoint security profiles
#23—Implement an enterprise approach to vulnerability and patch management
#24—Manage and control administrative privileges
#25—Protect transactions to and from external-facing digital services
#27—Implement an internal authentication service for government workers
#28—Implement an enterprise-secure communications service for classified information
#29—Improve enterprise data loss prevention
#30—Enable comprehensive understanding of endpoint devices
#31—Enhance awareness of the enterprise cyber threat and risk environment
#33—Improve insider threat protection
#34—Improve secure application development
#36—Evolve cyber-event management plans

The PSC’s IT Security group continues to make progress in ensuring a secure IM/IT environment for PSC employees, partners and clients.
In late FY2018-19, the PSC piloted its Digital Loss Prevention program (#29), blocking access to unauthorized USB devices on its workstations. Completion is scheduled for Q1 of FY 2019-20.
The PSC continues to align its internal IT security processes, such as patch management, with the direction received from central organizations on an ongoing basis.

Section 4.3
#37—Adopt agile approaches to implementing business solutions

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
#38—Government Email Solutions

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
#42—Advance analytics
#44—Develop a master data management program
#46—Standardize metadata
#47—Provide tools and resources to make innovative use of information and data

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
#49—Artificial Intelligence
#50—Blockchain Pilots

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
#51—Modernize workplace technology devices
#52—Support a mobile workforce
#53—Provide Wi-Fi access
#54—Provide desktop video-conferencing to employees
#55—Advance digital collaboration

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
#56—Enable career development
#57—Promote digital literacy and collaboration
#58—Modernize the information and data management profession
#60—Expand open government training and outreach
#61—Enhance digital security awareness and reliability of government employees
#62—Broaden security innovation, collaboration and creativity in problem-solving

See section “Human Resources (HR) Planning for the IM/IT Function.”

Section 5.3
#65—Improve diversity
#66—Strengthen recruitment
#67—Manage and maintain cyber talent

See section “Human Resources (HR) Planning for the IM/IT Function.”

Section 6.1
#69—Lead innovation

See section “Horizontal Initiatives”

Section 6.2
#70—Evolve IM-IT management practices, processes and tools
#73—Rationalize investments
#74—Introduce stronger project oversight at the concept phase
#75—Developing a Digital Performance Measurement Framework and Maturity Model
#76—Reviewing and updating governance committees

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.
Additionally, it has revised its project prioritization process to adopt the TBS Concept Case document as its initial project proposal submission template, and integrate the Enterprise Architecture group at the concept phase to ensure alignment with enterprise goals.
Governance has been updated in 18–19 and further alignment is expected in 19–20 to couple data and information management closer together.

Section 6.3
#77—Advance FMT

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:

Upcoming developments:

The PSC has identified the following top risks in enabling a Cloud Adoption Strategy:


Top Cloud Adoption Strategy Risks

Figure 4—Departmental 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

Figure 5—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.
The PSC will also pursue alternative strategies (including stakeholder partnerships) for data access, quality and analysis. This will include partnership with other departments to adopt common data standards.

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.
The PSC will use strategic activities such as capacity analysis and integrated scheduling to identify priority/critical hiring actions.
The PSC will leverage enterprise initiatives to make effective use of PSC skilled resources.

 

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

Figure 6—End-of-life Application Retirement Plan

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:

The PSC is also involved with the following IM/IT community engagement and partnerships:

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)

Figure 7—IM/IT Human Resources (Full-time Equivalents)

 

Actuals
2017 - 2018

 

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

Figure 8—IM/IT External Services Breakdown (dollars, FTEs)

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

  • Code for Canada partnership in e-MIB project
  • Cyber Authentication partnership with PSPC

 

 

 

Skills purchased through contracts

  • Project Management
  • System Analyst
  • System Auditor
  • System Administrator
  • Technical Architect
  • Database Administrator
  • Cyber Protection Services
  • Project Management
  • System Analyst
  • System Auditor
  • System Administrator
  • Technical Architect
  • Database Administrator
  • Cyber Protection Services
  • Data Architecture
  • Business Intelligence
  • User Experience
  • Project Management
  • System Analyst
  • System Auditor
  • System Administrator
  • Technical Architect
  • Database Administrator
  • Cyber Protection Services
  • Data Architecture
  • Business Intelligence
  • Project Management
  • System Analyst
  • System Auditor
  • System Administrator
  • Technical Architect
  • Database Administrator
  • Cyber Protection Services

 

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:

Figure 9—Internal Audits and Evaluations

Audited team

Auditing body

Areas covered

All of PSC

Internal Audit Committee

Audit of Project Governance and Resource Allocation

  • Categorization and integration of all projects as part of the integrated business planning process.

ITSD

Internal Audit Committee

Audit of Information Technology General Controls—Phase II

  • Internal controls, tools, processes and performance measurement strategies in place to manage and report on the delivery of IT service and IT Helpdesk request.

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
Figure 10 — IM/IT Financial Resources (Planned IM/IT Expenditures—dollars)

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)

Figure 11 — 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
Figure 12—IM/IT Planned Expenditures by DRF Summary (dollars)

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)
Figure 13—IM/IT Planned 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
Figure 14—Program: Policy Direction and Support Summary—IM/IT Financial Resources (dollars)

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)
Figure 15—Program: Policy Direction and Support—IM/IT Human Resources (Full-time Equivalents—FTE)

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
Figure 16—Recruitment and Assessment Services Summary—IM/IT Financial Resources (dollars)

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)

Figure 17—Recruitment and Assessment Services 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
Figure 18—Oversight, Monitoring and Non-partisanship Summary—IM/IT Financial Resources (dollars)

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)

Figure 19—Oversight, Monitoring and Non-Partisanship 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
Figure 20—Internal Services Summary—IM/IT Financial Resources (dollars)

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)

Figure 21—Internal Services 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

Figure 22—PSC Applications, by Investment Categories

Investment Category

Applications

Run
(IM/IT resources primarily relating to continuing operations of the business).

  • Analytical Documentation System
  • ACIIS
  • Access to Information and Privacy (ATIP) AccessPro
  • Basset Pro
  • Bugzilla
  • Cash Control Module
  • Clarity
  • Contract Management System
  • Contract Management System Reporting Tool
  • COOP
  • Direct Deposit Notification Tool (SPS Email)
  • Duty to Accommodate
  • Electronic Forms System
  • EZ-Time
  • FAIS Reporting System
  • Financial Signing Authority Module
  • FreeBalance
  • GCDOCS
  • Group Share
  • IDEA
  • Impromptu 7.5 User/Admin
  • Investigations Management Information System
  • Keepass
  • MediaWiki
  • Online Internet Testing
  • OnLine Oral Proficiency System
  • Online Registration System
  • OnLine Testing Facility
  • Performance Based Human Capital System
  • Piwik
  • Political Activities Tool
  • Priority Information Management System
  • PSCDirectory
  • Public Service Resourcing System
  • Remedy
  • Revenue Management System
  • SAS Analytical Environment
  • SAS Cubes Viewer
  • Scoring Web Service
  • Second Language Evaluation—Scheduling System
  • Statistical Package for the Social Science
  • Student Recruitment Service
  • TeamMate
  • Teleform
  • Test Inventory Control System
  • Test Results Search Tool
  • Test Scoring and Results Reporting
  • Versatile Express
  • Vovici
  • WordPress

Grow
(IM/IT resources primarily relating to supporting growth or fundamental changes in core Department/Agency business.) (All “Grow” applications are also included under “Run” to ensure maintenance.)

  • Cash Control Module
  • Contract Management System
  • Contract Management System Reporting Tool
  • Direct Deposit Notification Tool (SPS Email)
  • Electronic Forms System
  • FAIS Reporting System
  • Financial Signing Authority Module
  • FreeBalance
  • Impromptu 7.5 User/Admin
  • Public Service Resourcing System
  • Revenue Management System
  • SAS Analytical Environment
  • SAS Cubes Viewer

Transform
(IM/IT resources primarily relating to supporting new Department/Agency business capabilities.)
(All “Transform” applications are also included under “Run” to ensure maintenance)

  • ACIIS
  • Duty to Accommodate
  • GCDOCS
  • Online Internet Testing
  • Online Oral Proficiencly System
  • Online Registration System
  • Online Testing Facility
  • Political Activities Tool
  • Priority Information Management System
  • Scoring Web Service
  • Second Language Evaluation—Scheduling System
  • Student Recruitment Service
  • Teleform
  • Test Inventory Control System
  • Test Results Search Tool
  • Test Scoring and Results Reporting
  • Public Service Resourcing System

 

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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