In order to meet SOR targets, departments will be motivated to achieve efficiencies by:
Considering the rationalization of programs and services, including internal IT services which are departmental and program specific.
Better leveraging IT or re-directing IT investments in support of potential cost savings opportunities.
Sixty-seven federally-appropriated organizations. This includes federal departments, agencies, and Crown corporations representing 99% of the government’s 2011-12 direct program spending base, as set out in 2011-12 Main Estimates.
Some organizations, such as Agents of Parliament and non-appropriated Crown Corporations, will not be required to undertake a Strategic and Operating Review. However, they will be encouraged to adhere to the spirit and intent of the Strategic and Operating Review.
CIOB is developing a core team in ITD, augmented with departmental resources (Tiger Teams) to provide:
Enhanced IT guidance on cost saving opportunities.
Vetting and publishing effective cost saving approaches from the community.
Consulting and review services to support development of departmental cost saving proposals.
SOR Timelines Activity Completion Date Comments
IT Guidance was released in the SOR package which also included:
Terms of Reference
Excel spreadsheet for financials
June 30 Deputy Heads and copied to Chief Financial Officers Enhanced guidance released August 2 Prepared by CIOB and IT community where appropriate IT cost saving opportunities submitted and reviewed July - September Conducted by CIOB Opportunities Office Cost saving proposals due October 3 Submission to the TBS SOR office
Exploring the IT Guidance Clarification on TB subs
TB subs and investment plans will be reviewed to ensure alignment with ASR/SOR intent and to identify potential GC wide (enterprise) approaches.
This applies to:
TB submissions that are currently in the review process;
TB Submissions that have been approved within the prior six (6) months; and
Departmental, Agency and Crown Corporation Investment Plans submitted to TBS.
Exploring the IT Guidance Clarification on IT expenditure information
2009-10 departmental expenditure was one of the data sources used to inform SOR decisions.
2009-10 departmental data was NOT the only source of data to inform the SOR targets.
ASR developed the methodology to calculate the SOR departmental targets.
Exploring the IT Guidance Clarification on Procurement
Require a strategic approach to procurement that allows the GC to operate as an enterprise.
Need to align the intention of standardization and SOR guidance.
Approach will be to form a Tiger Team to provide enhanced procurement guidance in the next few weeks.
Solicitation for membership will begin shortly and will include central agencies and a representative from a large, medium and small department.
Exploring the IT Guidance Data Centers, Networks, Email
These IT services are being pursued for delivery at the
Enterprise level. Departments are not to consider these services when developing their proposals or when identifying and assessing potential savings opportunities.
Includes significant investment in acquisition, replacement of or upgrade to buildings/facilities, storage, and computing systems physically located in data centers or server rooms i.e. (servers, platforms, etc.), hosting environments (mainframe, midrange, web, etc.).
Exploring the IT Guidance Data Centers, Networks, Email
Includes significant investment in acquisition, replacement
of or upgrade to:
Data infrastructure (WANs, LANs, WiFi, cabling, etc.).
Voice infrastructure (VoIP, PBXs, etc.).
Secret Networks are in scope. Top Secret Networks are excluded.
All procurement of network devices must be done through Networking Equipment Services (NES).
Departments to transition and use the PWGSC Internet Service offering.
Includes significant investment in acquisition, replacement of or upgrade to email computing systems i.e. transmission, instant messaging, scheduling and enabling directory services, etc.
Exploring the IT Guidance Data Centers, Networks, Email …..Cont’d
Procurement and related projects should not proceed
independently without further guidance
Procurement and related projects currently underway and already approved by TBS:
May proceed as approved.
Projects not funded though TB submissions must be identified and CIOB guidance sought.
Must not have committed contract periods longer than 24 months from contract award (if on the verge of signing a contract).
Must ensure no additional funding allocation for project over-runs, timelines or scope changes.
Exploring the IT Guidance Data Centers, Networks, Email …..Cont’d
b) Procurement and projects being planned or proposed or not funded through TB submissions:
If short-term - must be identified and CIOB guidance sought.
Must engage PWGSC first to consider service delivery or partnering opportunities. This option to be pursued immediately.
May consider service delivery or partnering opportunities with other GC partners if PWGSC is unable to accommodate. CIOB to be advised on alternatives being sought or if necessary to fulfil urgent mission-critical needs within the next 3 months.
Must not have proposed contract periods longer than 24 months from contract award.
If long-term - either should not be pursued or alternatively, put on hold for 6 months in anticipation of an Enterprise strategy and solution being available.
Exploring the IT Guidance Desktops - Taking Stock
Over 390,000 User Computing Devices (desktops and mobile devices) in the GC today.
Decentralization of support and acquisition requires approximately 5000 FTEs:
Over 100 service support desks.
Inconsistent service level agreements.
Little to no cross-departmental resource or knowledge sharing.
Lifecycle management not applied consistently across the GC enterprise (variations from 3 to 5 year renewal cycles).
Today ’s baseline costs are estimated at $3,000 per desktop (approx $1.2 billion per year) - significantly above industry benchmarks.
Exploring the IT Guidance Desktops - Estimated Savings
Deloitte conservatively estimates aggregated GC cost savings of at least $123 million.
Standardize hardware and software (devices, images, etc.).
Reduce the number of “devices to users” ratio.
Centralize asset management and procurement.
Consolidate services within a portfolio or cluster (helpdesk, desk side support, imaging, distribution, etc.).
Tier and rationalize IT support levels.
Extend the asset lifecycle (from 3-4 to 5).
Exploring the IT Guidance Desktops - The “Tiger Team”
An enterprise-wide case tracking management system with:
Consistent content standards and functionality.
Consistent reporting capabilities, including posting summaries of completed requests.
Maximized processing methods to accept and respond to requests electronically; process records; and consult internally and externally through electronic means as much as possible while ensuring the confidentiality and security of the information.
A Tiger Team will be formed to identify common business, data and configuration requirements based on work already underway in business process / workflow development.
Exploring the IT Guidance Case Management – Taking stock
GC has a very large applications base:
IT spend is $5.2 billion per year; 6-7% of the government’s gross operating expenditure.
40,000 FTE’s identified in Internal Services, i.e. HR, Finance, Materiel Management, Information Management and IT.
Over 12,000 applications are for internal services and over 4,000 serve Canadians (Aging IT).
Examples of synergy areas:
Human Migration area: Global Case Management Systems currently in production at CIC; also of use to CBSA, IRB and PPC.
Health Care Provision: suite of Health Information Systems currently in production at DND; also of use to CSC, RCMP, HC, CIC and VAC.
Small Departments and Agencies looking to drive synergies at business requirements and systems level.
Exploring the IT Guidance Case Management - Guidance
Drive integration, standardization of business processes and data models within a business objective portfolio. *
Explore leveraging common Case Management Solutions (CMS) within a business objective portfolio to support common business processes.
Leverage COTS solutions where possible and minimize customization. Adapt business processes where possible.
Any new investment in case management systems should factor ability to support broader requirements of the whole business portfolio.
TBS CIOB Opportunity Office should be consulted before any new investment in CMS is made to determine if partnership opportunities can be leveraged.
* Business objectives as defined in the Aging IT systems analysis
Exploring the IT Guidance Health Information Systems – Taking Stock
Federal government directly provides or purchases health services. There is a need to collect, use, store and share health information with other health jurisdictions in a secure manner.
Various departments have made investments in health information systems.
The Federal Healthcare Partnership (FHP) has identified that there is a potential for significant savings if organizations work together.
A high level conceptual Enterprise Architecture Plan (EAP) identifies scope and services required to realize vision.
All health jurisdictions are adopting pan-Canadian standards that will allow for the secure sharing of health information.
Exploring the IT Guidance Health Information Systems - Approach
Take into consideration:
FHP EAP, Canada Health Infoway Electronic Health Record Blueprint and associated standards;
The suite of DND health information applications and related technology solutions currently in development and use; and
The telehealth capabilities and arrangements that have been put into place by Health Canada.
Assess other department-specific health information systems such as health claims processing, medical assessments, health surveillance and case management as candidates for further consolidation.
In every instance, departments and agencies should not undertake any procurement for health information system software, solutions, outsourcing or IT enabling services, without first consulting CIOB .
Exploring the IT Guidance Health Information Systems – Approach (cont ’d)
ADM Steering Committee on EHR Solutions (established):
Sets priorities and identifies areas for collaboration.
Tiger Team (established):
TBS CIOB, DND and HC. Assist with SOR guidance.
Health Information Management Working Group:
Representatives from TBS CIOB, DND/CF, VAC, CIC, CSC, RCMP, PHAC, HC (FNIHB), HRSDC, TC, Coast Guard (limited personal health information collected). Others?
Forum for sharing knowledge and experience.
Architecture (scope), high level business case to be made available.
Grants and Contribution System now being implemented at AAFC is currently being assessed and may provide an opportunity for broader use among departments.
Objectives are to maximize commonalities in process, data and system configurations requiring an enterprise governance structure for decision-making.
Vision (where possible) is to rationalize and consolidate departmental applications to reduce the system footprint around a limited number of clusters of operations (i.e., group of departments ). These enterprise applications will interface with the GC Financial System(s).
The Centre of Expertise on Transfer Payments (CoE on TPs) supported by CIOB will be leading a project to identify common business, data and configuration requirements for Gs and Cs program delivery.
Interoperability: a standardized environment where people, processes and systems work in such a way that the right information is available to the right people at the right time to meet their business objectives.
A Project Based Approach: Interoperability Centre Of Excellence (iCOE) underway within the CIOB/TBS will deliver a strategy, blueprint and roadmap for whole of government interoperability.
Work underway includes functional prototypes focused on back-office interoperability, an assessment of the National Information Exchange Model (NIEM), and the development of RFP for an Enterprise Service Bus.
Tiger Team membership includes AAFC, CSPS, HRSDC, PWGSC, Public Safety, RCMP and TBS.
Departments should not pursue interoperability solutions, including service buses, without consulting CIOB.
Security is an integral component of internal and shared services and program activities and encompasses more than IT.
It is essential that in examining direct program spending, we ensure that potential reductions in expenditures do not compromise the GC ’s security posture:
The Security Tiger Team will be evaluating security-related proposals (e.g., migration to SCNet-E) for cost savings as well as non-security-related proposals to ensure that they do not unduly compromise the department ’s or the GC’s security posture.
Bottom line: We need to strike the right balance between reducing costs and providing the appropriate level of security.
The enhanced Security guidance is supported by the following target vision statement:
Move to GC-wide shared security services, consolidate, cluster, and reengineer how departments approach risk identification and associated mitigation measures (DSP) so that efficiencies and cost savings can be realised while improving the overall security posture of the GC.
Federal CS Population Realigning for the Future CIO Council July 20, 2011 Canada Aviation and Space Museum Presenter: Robert Graham, CIOB, Community and Collaboration Division (CCD)
CS Population by Age & Years of Service Employee Age Years of Service Average Age at Retirement Average Years of Service at Retirement 35+ 211 54 78 59 20 30-34 656 32 390 189 40 5 25-29 1261 19 436 535 205 55 11 20-24 1297 9 273 579 281 107 40 8 15-19 1501 4 131 542 419 255 114 33 3 10-14 2502 3 333 705 547 447 280 144 40 3 5-9 3613 1 271 909 817 665 533 266 122 25 4 0-4 2796 2 213 654 491 455 412 308 153 82 22 4 Totals 13837 2 214 928 1737 2117 2458 2754 2214 1041 314 58 Totals LT 20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+
Realigning CS Roles Infrastructure Operations 54% Aps Dev 31% Other 15% Project Portfolio Mgmt, Planning, IM, Enterprise Architecture, Data Admin, Client Portfolio Mgmt, Security Client Portfolio Management Project Management Database Administration Enterprise Architecture Planning Security Applications Development Infrastructure Operations Increasing Decreasing * based on Corporate Executive Board predictions Current CS Allocation Anticipated Future Direction*