Shared Services Canada’s Departmental Evaluation Plan from fiscal year 2025-26 to fiscal year 2029-30

Deputy head confirmation note for all departments

I approve the Departmental Evaluation Plan of Shared Services Canada for the 2025 to 2026 fiscal year to the 2029 to 2030 fiscal year, which I submit to the Treasury Board of Canada Secretariat as required by the Policy on Results.

I confirm that this 5-year rolling Departmental Evaluation Plan:

• plans for the evaluation of all ongoing grants and contributions programs with 5-year average actual expenditures of $5 million or greater per year at least once every 5 years to fulfill the requirements of subsection 42.1 of the Financial Administration Act
• meets the requirements of the Mandatory Procedures for Evaluation
• supports the requirements of the expenditure management system including, as applicable, Memoranda to Cabinet, Treasury Board submissions and resource alignment reviews

I’ll ensure that this plan is updated annually, and I’ll provide information about its implementation to the Treasury Board of Canada Secretariat, as required.

1. Context and background

1.1 Purpose and government priorities

Evaluation is the systematic and neutral collection and analysis of evidence to judge merit, worth or value. This document presents Shared Services Canada’s (SSC) Departmental Evaluation Plan. The plan is an information and management tool that reflects the results of SSC’s (the department) annual evaluation planning exercise. The plan identifies evaluations for the next 5 years and the resourcing of the evaluation function.

The scope and content of this plan are consistent with the requirements of the Treasury Board Policy on Results.

1.2 Government of Canada context

Evaluation is a priority of the Government of Canada (GC). The President of the Treasury Board has been charged with instilling a culture of evaluation, measurement and evidence-based decisions across departments for designing and delivering programs and policies.

The most recent mandate letters directed all departments to continue with evidence-based decision making and to maintain an unwavering focus on delivering results. Furthermore, all departments were directed to adapt and develop more agile and effective ways to serve Canadians. The upcoming SSC evaluations will help the department meet these commitments.

SSC evaluations will also support the department in any upcoming Strategic Policy Reviews. Specifically, the evaluations will provide information to verify how relevant and effective SSC programs are. The efficiency analysis conducted in each evaluation will identify opportunities to improve processes and reallocate resources.

Upon request by the Treasury Board of Canada Secretariat (TBS), evaluations are also intended to support resource alignment reviews and centrally led evaluations.

1.3 Departmental priorities

Delivering Digital Solutions Together for Canada (Digital Together) is a strategic approach to ensuring that government departments are equipped with the modern, standardized tools needed to effectively collaborate across departments and continue to better serve Canadians. Digital Together includes 4 high-level roadmaps that provide an overview of SSC initiatives, services and technologies. These roadmaps present SSC goals and objectives for:

• connectivity services
• hosting services
• digital services
• cyber security services

The roadmaps also outline the current and future activities intended to help SSC achieve these goals and objectives.

OneSSC is an internal SSC strategy to help deliver on the goals and objectives outlined in Digital Together. It recognizes that SSC must work as an integrated, customer-centric service delivery organization to achieve its long-term goals. To deliver on SSC’s mandate, the OneSSC vision focuses on:

• empowering people
• optimizing processes
• leveraging technology

Evaluations are powerful tools to support delivery on Digital Together roadmaps. The evaluations can provide valuable insights into SSC’s people, processes and technology to help inform the OneSSC vision and demonstrate the value that SSC provides to the GC.

1.4 Requirements of the Policy on Results

The Policy on Results requires that deputy heads annually approve a 5‑year evaluation plan and provide this plan to TBS. The plan should include:

• a detailed schedule of planned evaluations
• the extent of the Program Inventory’s evaluation coverage, by amount of organizational spending and by program
• the extent of organizational spending and programs that will not be evaluated in the planning period and justification (that is, what has been excluded from the 5‑year schedule and why)
• advice to the deputy heads on the adequacy of resources for evaluation

1.5 Gender-based analysis plus and accessibility

Gender-based analysis plus (GBA+) is an analytical process that provides a rigorous method for assessing systemic inequalities and the ways diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives.

Evaluation provides an opportunity to consider gender and other intersecting identity factors. SSC is committed to better integrating GBA+ and accessibility considerations into its evaluation processes.

1.6 Governance

The Policy on Results calls for deputy heads to establish and chair a Performance Measurement and Evaluation Committee (PMEC) comprising senior officials. At SSC, the Executive Committee (EXCOM) carries out PMEC responsibilities. EXCOM is SSC’s most senior executive governance body and is chaired by the SSC President. It’s responsible for:

• setting strategic direction and departmental priorities
• overseeing SSC’s performance measurement and evaluation functions
• aligning horizontal and enterprise strategies with operational activities

In its PMEC role, EXCOM aims to strengthen the planning, coordination and use of performance measurement and evaluation within the department, and to ensure the appropriate resourcing of these functions. See Appendix E for the list of PMEC membership.

The Policy on Results requires PMEC to:

• review and advise the deputy head on establishing, maintaining and implementing the Departmental Results Framework, Program Inventory and Performance Information Profiles (PIPs)
• review and advise the deputy head on the availability, quality, utility and use of performance information, including evaluation
• review and advise the deputy head on departmental evaluation planning, resources and activities, including recommending the approval of the Departmental Evaluation Plan
• review evaluation reports and summaries, including management responses and action plans, and recommend their approval to the deputy head
• review and advise the deputy head on the neutral assessment of the evaluation function
• monitor follow-up on evaluation recommendations and action plans and advise the deputy head of any issues

1.7 The evaluation function at SSC

The Office of Audit and Evaluation (OAE) plays a key role in providing reasonable assurance and advice on departmental governance and operations to the President of SSC.

Reporting directly to the President, the Chief Audit and Evaluation Executive (CAEE) makes recommendations on the relevance and performance of departmental programs, policies and initiatives through the OAE evaluation function. The CAEE is also the designated departmental Head of Evaluation and represents the departmental link to TBS for evaluation.

OAE, under the CAEE, provides services as noted in the following graphic.

For fiscal year 2025 to 2026, SSC’s OAE evaluation function is resourced for 12 full-time equivalent positions with an overall budget of $1.55 million. At this capacity, the evaluation function can conduct 2 evaluations at the same time and deliver 1 to 2 reports annually.

Anticipated resources for fiscal year 2025 to 2026

Salary	Operations and Maintenance	Total
$1.27M	$0.28M	$1.55M

Evaluation positions (as of January 2025)

	EX-01	AS-01	EC-07	EC-06	EC-05	EC-04	Total
Established	1	1	2	4	4	4	16
Funded in fiscal year 2024 to 2025	1	1	1.2	2	2.3	2.5	10
Filled	1	1	1	2	3	2	10

2. Accomplishments in fiscal year 2024 to 2025

2.1 Completed evaluations

In fiscal year 2024 to 2025, OAE completed 2 evaluations. The first evaluation assessed the effectiveness and efficiency of SSC’s Cloud services and their alignment with the enterprise approach. The evaluation generated recommendations on:

• efficiency
• skills development
• enhancing the user experience
• communications and performance measurement

This was the first evaluation of SSC’s Cloud program.

The Modernization of Hosting Services (Linux/Unix) was the second evaluation completed in fiscal year 2024 to 2025. This evaluation assessed the responsiveness, effectiveness and efficiency of the modernization of SSC’s Linux/Unix hosting services. The purpose was to inform decision making and identify potential implications for future operations. This evaluation generated recommendations on:

• incentive mechanisms
• asset and configuration management
• business request processes
• talent management
• performance measurement

This was the first evaluation of the Data Centre IT Operations Program at SSC.

2.2 Other accomplishments

In fiscal year 2024 to 2025, the evaluation team:

Conducted, reported on and communicated program evaluations by:

• publishing the evaluation of Mobile Devices and Fixed Lines
• launching the evaluation of GC Wi-Fi and starting to collect data

Strengthened the evaluation function by:

• presenting the neutral assessment to PMEC which gave an independent and positive review of SSC’s evaluation function:

  • “The development and growth of the evaluation function over the past five years has led to the establishment of structured evaluation processes and the production of useful evaluations in areas that add most value to the department.”

  • “SSC senior executives recognize the usefulness of having the independent and professional evaluation function to inform decision-making and program improvement. They trust the function and recognize its value in providing neutral, credible, and objective insights. They also appreciate the opportunity provided by evaluations to focus on fundamental questions related to branch/service relevance and effectiveness. This is something that senior leaders and their teams often did not have time to do on their own but wish they could do more regularly.”

  • “The evaluation team is perceived quite positively by departmental stakeholders. It is seen as professional, collaborative, and open to feedback, questions and recommendations. Its members have a variety of complementary academic backgrounds and professional experience, and this makes the team particularly capable of tackling various evaluation challenges at SSC.”

• presenting the first Annual State of Performance Measurement in Support of Evaluation

Provided advisory services to SSC branches by:

• supporting SSC branches during the review process for SSC’s PIPs and updating the template for the “evaluation needs” section of the PIPs
• participating in monthly meetings with SSC’s internal PIP users to provide advice on how to enhance the PIPs and increase their use within branches

Strengthened relationships with national and international peers and shared knowledge by:

• strengthening relationships with international public sector peers, including the United States, Belgium, Denmark, France, Germany, the Netherlands, Sweden, Switzerland and the United Kingdom for ongoing and future evaluations
• strengthening relationships with provincial public sector peers, including British Columbia, Ontario and Quebec
• successfully establishing further collaborations between SSC’s Cloud program, France, Scotland and the United Kingdom
• documenting different approaches for client executive functions in the public sector and best practices, based on consultations with international peers
• promoting SSC at a student recruitment event at Memorial University in St. John’s, Newfoundland
• supporting the TBS Federal Evaluation Directors Council Working Group on Artificial Intelligence (AI) use in evaluation
• actively participating in the SSC MS Copilot pilot program aimed at exploring the use of AI to enhance both SSC’s and its evaluation team’s efficiency and productivity in performing tasks
• presenting the use of generative AI in evaluation at the Canadian Evaluation Society and the Department of National Defence
• co-founding the Federal Evaluation Directors Council’s AI Working Group
• participating in the Head of Evaluation Emerging Technologies working group for the implementation of the Policy on Results

3. Evaluations in progress

OAE is currently working on the evaluation of GC Wi-Fi, which is expected to be delivered to PMEC in the third quarter of fiscal year 2025 to 2026.

By assessing the GC’s Wi-Fi network, the evaluation of GC Wi-Fi will illustrate the opportunities and challenges associated with wireless connectivity through an enterprise approach. The evaluation will provide timely, forward-looking and strategic evidence to demonstrate SSC’s value for:

• implementing an enterprise approach in relation to Wi-Fi
• achieving departmental objectives through an enterprise approach
• improving responsiveness to changing priorities in relation to Wi-Fi

In the first quarter of fiscal year 2025 to 2026, OAE will launch the Client Service and Delivery Management evaluation. This evaluation will assess the Client Executive function at SSC. A Cyber Security evaluation is scheduled to be launched in the first quarter of fiscal year 2026 to 2027. See Appendix C for the high-level scope for these evaluations.

Name of evaluation in progress	Target completion date
Government of Canada Wi-Fi	November 2025

4. Evaluation planning

4.1 Key planning considerations

4.2 Consultation and coordination

The Departmental Evaluation Plan (DEP) is based on analysis and consultations conducted in fall 2024. This included:

• Document review: Various sources of information were reviewed to identify any mandatory evaluation requirements and assess the Program Inventory’s coverage; these sources of information include:
  • the last approved Mandate Letters
  • the Departmental Evaluation Plan
  • the Departmental Plan
  • PIPs
  • Service reviews
  • the results of the Customer Satisfaction Feedback Initiative
  • Delivering Digital Solutions Together
• Consultations with branches: All SSC branches were consulted to review the proposed evaluations and to confirm the evaluations’ usefulness and value
• Coordination with Internal Audit: The plan is coordinated with the Risk-Based Audit Plan for Internal Audit engagements to reduce the burden of oversight activities on the branches
• Consideration of External Audits: The plan has taken into consideration external audits conducted and planned by the Office of the Auditor General and the Office of the Comptroller General, and others
• Consultation with TBS: In accordance with the Policy on Results, the Head of Evaluation has consulted on the plan with TBS

4.3 SSC program inventory and components (January 2025)

SSC program inventory and components - Text version

There are 7 programs in SSC’s program inventory. Each program contains 1 or more components.

The Networks program is delivered by the Networks and Security Services Branch and contains 4 components, including:

• External Network Connectivity
• WAN
• LAN
• Satellite

The Security program contains 3 components. The first 1, Security Management and Governance, is delivered by the Chief Technology Officer Branch. The other 2, Infrastructure Security and Secret Infrastructure, are delivered by the Networks and Security Services Branch.

The Workplace Technologies program is delivered by the Digital Services Branch and contains 5 components, including:

• Printing Products
• Workplace Technology Software Provisioning
• Workplace Technology Hardware Provisioning
• Email Services
• Digital Communications and Collaboration

The Telecommunications program is delivered by the Digital Services Branch and contains 5 components:

• Conferencing Services
• Video Conferencing Services
• Mobile Devices, Enterprise Mobile Device Management and Fixed Lines Services
• Contact Centre Infrastructure Services
• Toll-free Voice

The Data Centre Information Technology Operations program is delivered by the Hosting Services Branch and contains 7 components, including:

• Integrated High Performance Computing Management
• Linux/Unix Management
• Mainframe Operations Management
• Platform Services (Middleware and Database)
• Storage, Backup, Archive and File Services
• Windows and Virtualization Management
• Facilities Management

The Cloud program is delivered by the Hosting Services Branch and contains 1 component:

• Cloud Services

The Enterprise Services Design and Delivery program consists of 14 components delivered by 5 branches.

The Chief Technology Officer Branch delivers 2 components:

• Enterprise Architecture
• Digital Innovation

The Operations and Client Services Branch delivers 6 components:

• Enterprise Service Portfolio Management
• Enterprise Service Management Operations
• Enterprise Service Management Transformation
• Service Performance Management Data and Analytics
• Operational Management and Support
• Digital Government and Science

The Customer Service Delivery and Management Branch delivers 2 components, including:

• National Defence and Policing
• Citizen and Business

The Project Management and Delivery Branch delivers 3 components:

• Project Management (SSC-led Projects)
• Project Management (Customer-led Projects)
• Project Portfolio Management

The Enterprise IT Procurement and Corporate Services Branch delivers 1 component:

• Enterprise IT Procurement

5. Evaluation coverage over the next 5 years

5.1 Planned coverage

The Policy on Results introduced the requirement for a Program Inventory, which contains the entire list of programs in the department. The Program Inventory helps demonstrate how the department delivers on its mandate, supports the authorization of expenditures through Cabinet and supports performance reporting.

The Program Inventory represents the entire evaluation portfolio. The Policy on Results requires all programs and planned spending in the Program Inventory (except for internal services) to be evaluated periodically. At the end of fiscal year 2024 to 2025, there will be 3 remaining programs that have yet to be evaluated since SSC was created. They are:

• Security
• Workplace Technologies
• Enterprise Services Design and Delivery

Assuming current funding, OAE plans to deliver 7 evaluations over the next 5 years to ensure departmental compliance with the Treasury Board Policy on Results by completing evaluations for all programs in the SSC Program Inventory.

With a full staff complement, OAE would complete up to 14 evaluations over the same 5 years. Based on the DEP consultations, OAE will advance the planned evaluation of Accessibility, Accommodation and Adaptive Computer Technology (AAACT) and the evaluation of Enterprise Desktop. Funding the established positions would also allow OAE to conduct evaluative reviews (shorter, lighter touch, advisory engagements) to inform decision making.

5.2 Internal services

The evaluation team will also complete an evaluation of an internal service. The specific scope will be determined in consultation with the relevant branch in fiscal year 2027 to 2028. It’ll focus on opportunities to improve:

• efficiency
• effectiveness
• performance measurement
• responsiveness to the changing context

Appendix A: 5-year evaluation delivery schedule

Appendix B: 5‑year evaluation schedule

YearNote 1	Evaluation Name	Link to Program Inventory	Branch	StrategyNote 2 to EXCOM (PMEC)	President Approval
2025 to 2026	GC Wi-Fi	Networks	NSSB	Nov. 2024	Dec. 2025
2026 to 2027	Accessibility, Accommodation and Adaptive Computer Technology (AAACT)	Enterprise Services Design and Delivery	DSB	Jun. 2025	Jul. 2026
	Client Service and Delivery Management: Client Executives and Partner Engagement	Enterprise Services Design and Delivery	OCSB	Aug. 2025	Aug. 2026
2027 to 2028	Cyber Security	Security	NSSB CTOB	Apr. 2026	May 2027
	Enterprise Desktop	Workplace Technologies	DSB	Feb. 2027	Mar. 2028
2028 to 2029	Internal Service: Procurement (TBC and coordinated with audit)	N/A	CFOPB	Oct. 2027	Nov. 2028
	Digital Communications and Collaboration	Workplace Technologies	DSB	Oct. 2027	Nov. 2028
2029 to 2030	Hosting Asset Management	Data Centre IT Operations	HSB	Mar. 2029	Mar. 2030
	Videoconferencing	Telecommunications	DSB	Mar. 2029	Mar. 2030

Appendix C: High-level summaries of planned evaluations

Appendix D: Examples of program evaluation questions

SSC evaluations will incorporate recent international trends in evaluation and best practices.

Relevance and responsiveness are the extent to which a program continues to address a demonstrable need and is responsive to changing needs as circumstances evolve.

1. How well were changing partner and client needs addressed over time?

Effectiveness examines the progress towards expected results and outcomes with reference to performance targets, program reach and program design.

2. What have been the impacts of poor and excellent SSC performance for partners and clients?
3. What value does SSC provide to the Government of Canada?
4. How much progress has been made to date towards achieving enterprise outcomes?

Efficiency is the assessment of resource use in relation to the production of outputs and progress towards expected outcomes.

5. What are the opportunities to improve efficiency?

Appendix E: PMEC membership

Appendix F: List of acronyms

Acronym	Description
ADM	Assistant Deputy Minister
CAEE	Chief Audit and Evaluation Executive
CFOPB	Chief Financial Officer and Procurement Branch
CIO	Chief Information Officer
CSDMB	Client Service Delivery and Management Branch
CTOB	Chief Technology Officer Branch
DEP	Departmental Evaluation Plan
DSB	Digital Services Branch
EITP-CSB	Enterprise IT Procurement and Corporate Services Branch
EXCOM	Executive Committee
GBA+	Gender-Based Analysis plus
GC	Government of Canada
HSB	Hosting Services Branch
IT	Information Technology
NSSB	Networks and Security Services Branch
OAE	Office of Audit and Evaluation
OAG	Office of the Auditor General of Canada
OCSB	Operations and Client Services Branch
PIP	Performance Information Profile
PMDB	Project Management and Delivery Branch
PMEC	Performance Measurement and Evaluation Committee
SADM	Senior Assistant Deputy Minister
SSC	Shared Services Canada
TBC	To be confirmed
TBS	Treasury Board of Canada Secretariat