The document summarizes a report from the Smart Sourcing Advisory Committee (SSAC) on developing an analytical framework to inform decisions about insourcing versus outsourcing IT services at Shared Services Canada (SSC). The SSAC includes representatives from SSC, government organizations, unions, and private sector IT companies. It outlines SSC's context and mandate to transform government IT infrastructure. The report proposes categories and criteria for the framework but the union representative disagreed with outsourcing assumptions and said evidence was not provided showing outsourcing SSC's skills is appropriate. It aims to balance public and private delivery to achieve savings, service, security and sustainability.
Distributed ledger technology in payments clearing and settlement - blockchai...Ian Beckett
This document discusses distributed ledger technology (DLT) and its potential applications in payments, clearing, and settlement processes. It provides an overview of the key elements of financial transactions, including the roles that payment systems, securities settlement systems, central securities depositories, and central counterparties play in facilitating transactions. The document also describes some of the technological components of DLT, such as peer-to-peer networking, distributed data storage, and cryptography. It then discusses potential uses of DLT in areas like securities transactions, cross-border payments, financial inclusion, and information sharing. However, it notes there are also many challenges to the adoption of DLT, including issues related to costs and benefits, technology, financial design, legal considerations,
This document provides an overview of Shared Services Canada's plans and priorities for 2013-2014. Some key points:
1) Shared Services Canada is a federal department created in 2011 to transform how the Government of Canada manages its IT infrastructure through consolidation and standardization.
2) Key priorities for 2013-2014 include maintaining and improving existing IT services, launching a single government-wide email solution, and establishing plans to consolidate data centers and networks.
3) Engaging partner departments through governance mechanisms is a priority to effectively manage changes to the transformed IT infrastructure.
4) Supporting internal operations through efficient and effective delivery of business services is also a priority, including human resources and financial management.
Help non-profits determine how to use technology to support their mission and develop a practical plan to implement solutions.
PC/Network Support 45% o $25,000 - $100,000
Shared Services Canada - Reports on Plans and Priorities 2014-2015KBIZEAU
Shared Services Canada's (SSC) 2014-15 Report on Plans and Priorities outlines its priorities and plans for the upcoming fiscal year. SSC was created to transform and standardize how the Government of Canada manages its IT infrastructure. Key priorities include consolidating email, data center, and telecommunications services while improving security and generating savings. SSC will continue establishing data centers and consolidating networks to reduce costs and improve performance. The report provides details on SSC's strategic outcome, programs, planned expenditures, and contributions to government priorities.
This document outlines Shared Services Canada's Procurement Strategy for Aboriginal Business. It establishes multi-year performance objectives to increase contracting opportunities for Aboriginal businesses. The objectives are to award contracts valued at $24.76 million or 3.8% of forecasted spending in 2013/14. Responsibilities are defined for management committees and procurement divisions to identify opportunities, approve objectives, track spending, and report progress regularly to ensure targets are met.
Shared Services Canada: Report on Plans & Priorities 2012-2013KBIZEAU
Shared Services Canada's priorities for 2012-13 include:
1) Maintaining and improving the delivery of IT infrastructure services across the Government of Canada through an enterprise approach.
2) Launching the renewal of the Government of Canada's IT infrastructure by identifying an email solution and developing initial plans to consolidate data centers and networks.
3) Establishing governance mechanisms and implementing partnerships to clarify accountability and adopt enterprise approaches for managing IT infrastructure services.
4) Implementing efficient and effective business management processes and services to support SSC's mandate as a new department.
Shared Services Canada's $398 million contract with Bell Canada to consolidate the federal government's 63 email systems into a single system has faced significant delays, disappointing SSC. The project was supposed to start transitioning departments in March 2014 but has yet to begin. SSC blames Bell for missing deadlines but will not provide specifics. The delay raises concerns about potential lack of transparency and outsourcing expertise currently existing within the public service. There are also questions about how the private sector will handle sensitive government information and whether the needs of Canadians are being prioritized over corporate profits.
Distributed ledger technology in payments clearing and settlement - blockchai...Ian Beckett
This document discusses distributed ledger technology (DLT) and its potential applications in payments, clearing, and settlement processes. It provides an overview of the key elements of financial transactions, including the roles that payment systems, securities settlement systems, central securities depositories, and central counterparties play in facilitating transactions. The document also describes some of the technological components of DLT, such as peer-to-peer networking, distributed data storage, and cryptography. It then discusses potential uses of DLT in areas like securities transactions, cross-border payments, financial inclusion, and information sharing. However, it notes there are also many challenges to the adoption of DLT, including issues related to costs and benefits, technology, financial design, legal considerations,
This document provides an overview of Shared Services Canada's plans and priorities for 2013-2014. Some key points:
1) Shared Services Canada is a federal department created in 2011 to transform how the Government of Canada manages its IT infrastructure through consolidation and standardization.
2) Key priorities for 2013-2014 include maintaining and improving existing IT services, launching a single government-wide email solution, and establishing plans to consolidate data centers and networks.
3) Engaging partner departments through governance mechanisms is a priority to effectively manage changes to the transformed IT infrastructure.
4) Supporting internal operations through efficient and effective delivery of business services is also a priority, including human resources and financial management.
Help non-profits determine how to use technology to support their mission and develop a practical plan to implement solutions.
PC/Network Support 45% o $25,000 - $100,000
Shared Services Canada - Reports on Plans and Priorities 2014-2015KBIZEAU
Shared Services Canada's (SSC) 2014-15 Report on Plans and Priorities outlines its priorities and plans for the upcoming fiscal year. SSC was created to transform and standardize how the Government of Canada manages its IT infrastructure. Key priorities include consolidating email, data center, and telecommunications services while improving security and generating savings. SSC will continue establishing data centers and consolidating networks to reduce costs and improve performance. The report provides details on SSC's strategic outcome, programs, planned expenditures, and contributions to government priorities.
This document outlines Shared Services Canada's Procurement Strategy for Aboriginal Business. It establishes multi-year performance objectives to increase contracting opportunities for Aboriginal businesses. The objectives are to award contracts valued at $24.76 million or 3.8% of forecasted spending in 2013/14. Responsibilities are defined for management committees and procurement divisions to identify opportunities, approve objectives, track spending, and report progress regularly to ensure targets are met.
Shared Services Canada: Report on Plans & Priorities 2012-2013KBIZEAU
Shared Services Canada's priorities for 2012-13 include:
1) Maintaining and improving the delivery of IT infrastructure services across the Government of Canada through an enterprise approach.
2) Launching the renewal of the Government of Canada's IT infrastructure by identifying an email solution and developing initial plans to consolidate data centers and networks.
3) Establishing governance mechanisms and implementing partnerships to clarify accountability and adopt enterprise approaches for managing IT infrastructure services.
4) Implementing efficient and effective business management processes and services to support SSC's mandate as a new department.
Shared Services Canada's $398 million contract with Bell Canada to consolidate the federal government's 63 email systems into a single system has faced significant delays, disappointing SSC. The project was supposed to start transitioning departments in March 2014 but has yet to begin. SSC blames Bell for missing deadlines but will not provide specifics. The delay raises concerns about potential lack of transparency and outsourcing expertise currently existing within the public service. There are also questions about how the private sector will handle sensitive government information and whether the needs of Canadians are being prioritized over corporate profits.
Moving Forward SSC ICT Sector Engagement Process KBIZEAU
SSC has identified five areas of work with the ICT sector: 1) establishing a quarterly IT Infrastructure Roundtable for consultation, 2) developing a Government of Canada Architecture Framework, 3) exploring models to support innovative Canadian enterprises, 4) adopting procurement benchmarks, and 5) outlining its views on appropriate sourcing models by April 2013. The areas of work are aimed at transforming government IT infrastructure while building a long-term, substantive relationship with the ICT sector.
Collaborating on Technology Service Delivery Summary report finalSabina Visser
This report summarizes a project that evaluated opportunities for Alberta municipalities to collaborate on technology service delivery. 37 representatives from 29 municipalities participated.
The project identified a range of current collaboration among municipalities, from simply sharing tools to fully sharing applications. While template and document sharing was widely agreed upon, municipalities were less inclined toward full application sharing currently.
Six key opportunity areas for collaboration were identified: replacement of recreation management systems, electronic council systems, financial systems, asset management systems, permitting systems, and disaster recovery space issues.
The report provides recommendations to further collaboration, including engaging additional business areas, exploring various collaboration models, using provided governance tools, continuing procurement document sharing, and MISA playing a leadership role in knowledge sharing
This document proposes a taxonomy to distinguish accelerators from other startup assistance organizations like incubators. It defines accelerators based on their value proposition and business model rather than services provided. The taxonomy identifies three main categories of startup assistance organizations: 1) incubators and venture development organizations, 2) proof-of-concept centers, and 3) accelerators, which are further divided into social accelerators, university accelerators, corporate accelerators, and innovation accelerators. The document discusses metrics that should be used to measure accelerators and concludes that long-term outcome metrics provide the best assessment, but the public value of different accelerator subtypes must be considered if using public resources to support them.
Innovation Accelerators:
Defining Characteristics Among Startup Assistance Organizations by C. Scott Dempwolf, Jennifer Auer, and
Michelle D’Ippolito
Optimal Solutions Group, LLC
College Park, MD 20740
contract number SBAHQ -13-M-0197
Release Date: October 2014
This report was developed under a contract with the Small Business Administration, Office of Advocacy, and contains information and analysis that were reviewed by officials of the Office of Advocacy. However, the final conclusions of the report do not necessarily reflect the views of the Office of Advocacy.
Procurement - A Reflection on 2012-2013 and the Way ForwardKBIZEAU
Shared Services Canada provided a summary of its 2012-13 procurement activities and plans for the future. Key points include:
- SSC absorbed over 5,000 contracts and $1.05B in spending from 43 partner departments. Telecom services made up 51% of spending.
- SSC is working on a 3-year procurement plan and improving governance, policy, and strategic engagement.
- SSC established advisory committees to provide input on procurement best practices and opportunities for Canadian ICT firms.
- Next steps include finalizing the procurement plan, acquiring a new procurement system, and developing procurement strategies with business lines.
The document discusses IT as a Service (ITaaS) and provides examples of how governments can share IT resources to reduce costs. It describes how the City of Tamarac, Florida developed IT service offerings to provide to other governmental organizations and has partnered with nearby cities. The benefits of ITaaS include minimal upfront costs, predictable expenses, and expert technical support. The document outlines the process for governments to establish ITaaS, including evaluating capabilities, identifying opportunities, and developing service offerings and plans. It provides examples of successful ITaaS programs in Massachusetts, North Carolina, and by the City of Tamarac itself.
Melinda Dobai FSC Leadership Series 2011Melinda Dobai
This document proposes the development of a Scalable Wealth Advisory Nexus (SWAN), a web-based platform that would provide automated financial advice to retail investors. It would aim to make advice more affordable and accessible. The platform would be developed in phases, starting with basic advice and expanding functionality over time. A public-private partnership is recommended to develop and operate the platform, with government providing legislative and financial support to reduce risks for private partners. The goal is to help more Australians get appropriate and affordable financial advice through technological advancement.
Indian CST's GPMS Products Portfolio 2015Raja Seevan
This document provides an overview of products and services offered by Indian CST, including their Global Project Management System (GPMS). GPMS is a cloud-based project management tool that aims to increase efficiency, transparency, and accountability in government projects. It uses best practices and crowd-sourcing to analyze information and transform it into actionable intelligence. Key features include metrics tracking to monitor goals over time, gap analysis between current and desired states, and strategies to address challenges commonly seen in construction projects. The system aims to improve documentation, reduce risks, support decision making, and ensure quality.
The document provides an overview and acknowledgements for a report by the World Economic Forum on how blockchain could reshape financial services. It thanks the steering committee and working group members from various large financial institutions who provided guidance and expertise. It also acknowledges contributions from other subject matter experts from central banks, regulators, startups and technology companies. The report will explore the potential of distributed ledger technology through several use case deep dives across different areas of financial services.
The document proposes establishing a Community Currencies Council (CCC) to govern community currency organizations after the completion of the Community Currencies in Action project. It recommends an organizational structure for the CCC with an Executive Steering Committee, Audit & Risk Committee, and Membership Management division. It outlines roles and responsibilities for governing bodies and committees. It also proposes a membership matrix to classify members and recommend centralized management of membership registry, benefits, and feedback across organizations to facilitate seamless transition from the CCIA project to the new CCC institute.
Research & Innovation and user-centered solutions have been the hallmark of our growth, reflecting our culture of technology and shared ideas. Since 2007, we have fostered a culture of innovation and creativity by delivering the solutions that our clients need to succeed.
Regulatory Reforms Needed for Ease of Doing Business in India - Viewpoint PaperCUTS International
The key findings of the document summarize recommendations from 5 previous committee reports on regulatory reforms in India. The major recommendations included developing a policy and legislative framework for business regulation, establishing an institutional architecture for regulatory governance, adopting regulatory impact assessments, moving towards optimal regulatory governance, and addressing issues like legal reforms, regulatory overlaps, and environmental clearances. Many recommendations called for a national policy on business development, a new regulatory commission, standardized processes like single window systems, and capacity building efforts. Overall, the reports provided a roadmap for comprehensive regulatory reforms but greater focus is still needed on implementation.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
Social Sustainability Toolkit: Inclusive Design - Sensory Therapy GardensBenBeckers
The document provides guidance on inclusive design for capital build projects through a Social Sustainability Toolkit. The Toolkit aims to integrate equality and diversity within the planning and design process. It contains a Crib Sheet with questions to consider at different stages of design and construction to ensure inclusive design. It also provides templates for Access Statements to record information on inclusive design aspects at each stage. The overall goal is to help projects meet legal obligations and inclusive design best practices to create accessible and high quality built environments that can be enjoyed by all.
Starting a new high-tech company is not easy. Furthermore, each experience is, by definition, unique. For example, the team behind the project, the problem which is
addressed, the technology upon which the solution is based, the business context when the start-up is being launched, etc. A high-tech start-up based on robotics technology is no different -- each project will be its own. However, despite all the individual characteristics of each new high-tech start-up, there are also basic elements which are common to virtually all entrepreneurial projects. Every project needs a business model. Every project needs a team to execute the model. Every project needs financing to develop its solution, and deliver it successfully to the marketplace.
This guide has as its objective to serve as a useful, practical reference, a document that can help lead a new project from the idea stage to a successfully launched high-tech start-up.
The key elements that are covered include the importance of high-tech start-ups to our economy and society, the specific opportunities and challenges of the robotics marketplace, characteristics of the right entrepreneur to lead the start-up, evaluating the technological position upon which the start-up is based, key considerations for defining a business model and business plan in order to convert the project from an idea to a successful company.
More info at http://www.tecnalia.com/en/industry-transport/index.htm
Innovate Finance Industry Sandbox ReportChris Skinner
The UK FCA invited Innovate Finance to chair an industry consultation on developing an industry-led sandbox for financial innovation. The consultation was conducted between July 2016 and April 2017 through industry surveys, design sessions, and a formal written consultation process. The consultation found that industry sandboxes can accelerate solution development, enable industry-wide problem solving, and support regulatory efficiency by allowing early engagement between regulators and sandbox participants. The consultation identified options for the design, governance, funding, and regulatory treatment of industry sandboxes to generate industry demand and meet feasibility requirements.
IJIS Institute_Critical Decision Criteria for Data Sharing (Jul 2013)Becky Ward
This document discusses critical decision criteria for public safety agencies considering data sharing solutions. It outlines several benefits of data sharing such as lives saved, optimized legacy system investments, and expanded situational awareness. It emphasizes the importance of project planning, defining responsibilities, and identifying high priority outcomes. It presents three critical perspectives - expanded need, proven solutions, and full cost/benefit analysis. It also discusses various data sharing configuration options and associated costs and considerations. The goal is to help practitioners properly evaluate options and ensure data sharing projects are successful and provide value.
The document provides an overview and status update of the Clinical Groupware Collaborative (CGC). It discusses the CGC's advocacy efforts to influence health IT innovation. It also provides details on pilots and collaborations between CGC members to facilitate data exchange and meet meaningful use requirements. Goals for 2010 include finalizing technical requirements, presenting use cases, and delivering working code for meaningful use. Members are invited to join upcoming meetings and participate in committees to help shape health IT standards and policies.
The document summarizes feedback from a call for input on supporting the development and adoption of RegTech. Over 350 responses were received from technology suppliers, financial services firms, and consultancies. Respondents proposed various RegTech solutions that could improve regulatory efficiency and compliance, including alternative reporting methods, shared utilities, and predictive analytics using big data and machine learning. They felt the FCA could play a role in clarifying expectations, driving standards, and potentially certifying compliant RegTech solutions. Respondents also identified barriers like legal restrictions on data use and a lack of standards, as well as firms' caution about unproven technologies. Suggestions to address these included defining new regulations in a machine-readable format and establishing a
The document summarizes feedback from a call for input on supporting the development and adoption of RegTech. Over 350 responses were received from technology suppliers, financial services firms, and consultancies. Respondents proposed various RegTech solutions that could improve regulatory efficiency and compliance, including tools for alternative reporting, shared utilities, cloud computing, and online platforms. They felt the FCA could play a role in collaboration, standards setting, certification of RegTech solutions, and providing guidance. Barriers to RegTech adoption included legal restrictions on data use, lack of standards, and uncertainty over regulations. Respondents suggested defining new regulations in a machine-readable format and establishing a common global regulatory taxonomy to help drive innovation.
Review of the Collaborative Procurement ProcessKBIZEAU
The document provides an overview of an upcoming review of the collaborative procurement process used by Shared Services Canada (SSC). The review will identify opportunities for improvement and present findings to the Information Technology Infrastructure Roundtable in May 2015 and the Departmental Audit and Evaluation Committee in September 2015. The objectives of the collaborative procurement process are to maintain public procurement values while engaging with industry early in the process to co-develop requirements and ensure optimal solutions. The review will focus on processes and design, alternatives, SSC's relationship with industry, and effectiveness. Interviews, surveys, literature review, and case studies from January to March 2015 will inform the findings.
Moving Forward SSC ICT Sector Engagement Process KBIZEAU
SSC has identified five areas of work with the ICT sector: 1) establishing a quarterly IT Infrastructure Roundtable for consultation, 2) developing a Government of Canada Architecture Framework, 3) exploring models to support innovative Canadian enterprises, 4) adopting procurement benchmarks, and 5) outlining its views on appropriate sourcing models by April 2013. The areas of work are aimed at transforming government IT infrastructure while building a long-term, substantive relationship with the ICT sector.
Collaborating on Technology Service Delivery Summary report finalSabina Visser
This report summarizes a project that evaluated opportunities for Alberta municipalities to collaborate on technology service delivery. 37 representatives from 29 municipalities participated.
The project identified a range of current collaboration among municipalities, from simply sharing tools to fully sharing applications. While template and document sharing was widely agreed upon, municipalities were less inclined toward full application sharing currently.
Six key opportunity areas for collaboration were identified: replacement of recreation management systems, electronic council systems, financial systems, asset management systems, permitting systems, and disaster recovery space issues.
The report provides recommendations to further collaboration, including engaging additional business areas, exploring various collaboration models, using provided governance tools, continuing procurement document sharing, and MISA playing a leadership role in knowledge sharing
This document proposes a taxonomy to distinguish accelerators from other startup assistance organizations like incubators. It defines accelerators based on their value proposition and business model rather than services provided. The taxonomy identifies three main categories of startup assistance organizations: 1) incubators and venture development organizations, 2) proof-of-concept centers, and 3) accelerators, which are further divided into social accelerators, university accelerators, corporate accelerators, and innovation accelerators. The document discusses metrics that should be used to measure accelerators and concludes that long-term outcome metrics provide the best assessment, but the public value of different accelerator subtypes must be considered if using public resources to support them.
Innovation Accelerators:
Defining Characteristics Among Startup Assistance Organizations by C. Scott Dempwolf, Jennifer Auer, and
Michelle D’Ippolito
Optimal Solutions Group, LLC
College Park, MD 20740
contract number SBAHQ -13-M-0197
Release Date: October 2014
This report was developed under a contract with the Small Business Administration, Office of Advocacy, and contains information and analysis that were reviewed by officials of the Office of Advocacy. However, the final conclusions of the report do not necessarily reflect the views of the Office of Advocacy.
Procurement - A Reflection on 2012-2013 and the Way ForwardKBIZEAU
Shared Services Canada provided a summary of its 2012-13 procurement activities and plans for the future. Key points include:
- SSC absorbed over 5,000 contracts and $1.05B in spending from 43 partner departments. Telecom services made up 51% of spending.
- SSC is working on a 3-year procurement plan and improving governance, policy, and strategic engagement.
- SSC established advisory committees to provide input on procurement best practices and opportunities for Canadian ICT firms.
- Next steps include finalizing the procurement plan, acquiring a new procurement system, and developing procurement strategies with business lines.
The document discusses IT as a Service (ITaaS) and provides examples of how governments can share IT resources to reduce costs. It describes how the City of Tamarac, Florida developed IT service offerings to provide to other governmental organizations and has partnered with nearby cities. The benefits of ITaaS include minimal upfront costs, predictable expenses, and expert technical support. The document outlines the process for governments to establish ITaaS, including evaluating capabilities, identifying opportunities, and developing service offerings and plans. It provides examples of successful ITaaS programs in Massachusetts, North Carolina, and by the City of Tamarac itself.
Melinda Dobai FSC Leadership Series 2011Melinda Dobai
This document proposes the development of a Scalable Wealth Advisory Nexus (SWAN), a web-based platform that would provide automated financial advice to retail investors. It would aim to make advice more affordable and accessible. The platform would be developed in phases, starting with basic advice and expanding functionality over time. A public-private partnership is recommended to develop and operate the platform, with government providing legislative and financial support to reduce risks for private partners. The goal is to help more Australians get appropriate and affordable financial advice through technological advancement.
Indian CST's GPMS Products Portfolio 2015Raja Seevan
This document provides an overview of products and services offered by Indian CST, including their Global Project Management System (GPMS). GPMS is a cloud-based project management tool that aims to increase efficiency, transparency, and accountability in government projects. It uses best practices and crowd-sourcing to analyze information and transform it into actionable intelligence. Key features include metrics tracking to monitor goals over time, gap analysis between current and desired states, and strategies to address challenges commonly seen in construction projects. The system aims to improve documentation, reduce risks, support decision making, and ensure quality.
The document provides an overview and acknowledgements for a report by the World Economic Forum on how blockchain could reshape financial services. It thanks the steering committee and working group members from various large financial institutions who provided guidance and expertise. It also acknowledges contributions from other subject matter experts from central banks, regulators, startups and technology companies. The report will explore the potential of distributed ledger technology through several use case deep dives across different areas of financial services.
The document proposes establishing a Community Currencies Council (CCC) to govern community currency organizations after the completion of the Community Currencies in Action project. It recommends an organizational structure for the CCC with an Executive Steering Committee, Audit & Risk Committee, and Membership Management division. It outlines roles and responsibilities for governing bodies and committees. It also proposes a membership matrix to classify members and recommend centralized management of membership registry, benefits, and feedback across organizations to facilitate seamless transition from the CCIA project to the new CCC institute.
Research & Innovation and user-centered solutions have been the hallmark of our growth, reflecting our culture of technology and shared ideas. Since 2007, we have fostered a culture of innovation and creativity by delivering the solutions that our clients need to succeed.
Regulatory Reforms Needed for Ease of Doing Business in India - Viewpoint PaperCUTS International
The key findings of the document summarize recommendations from 5 previous committee reports on regulatory reforms in India. The major recommendations included developing a policy and legislative framework for business regulation, establishing an institutional architecture for regulatory governance, adopting regulatory impact assessments, moving towards optimal regulatory governance, and addressing issues like legal reforms, regulatory overlaps, and environmental clearances. Many recommendations called for a national policy on business development, a new regulatory commission, standardized processes like single window systems, and capacity building efforts. Overall, the reports provided a roadmap for comprehensive regulatory reforms but greater focus is still needed on implementation.
Strategic Management and Information Technology OutsourcingFarooq Omar
This document discusses strategic project management considerations for outsourcing an IT project. It emphasizes the importance of clearly specifying requirements, conducting a thorough cost-benefit analysis, and selecting an experienced project manager to oversee vendor communication and performance monitoring. The document also stresses the need for strong security policies and choosing a vendor that adheres to the organization's security rules to protect sensitive data when outsourcing IT functions.
Social Sustainability Toolkit: Inclusive Design - Sensory Therapy GardensBenBeckers
The document provides guidance on inclusive design for capital build projects through a Social Sustainability Toolkit. The Toolkit aims to integrate equality and diversity within the planning and design process. It contains a Crib Sheet with questions to consider at different stages of design and construction to ensure inclusive design. It also provides templates for Access Statements to record information on inclusive design aspects at each stage. The overall goal is to help projects meet legal obligations and inclusive design best practices to create accessible and high quality built environments that can be enjoyed by all.
Starting a new high-tech company is not easy. Furthermore, each experience is, by definition, unique. For example, the team behind the project, the problem which is
addressed, the technology upon which the solution is based, the business context when the start-up is being launched, etc. A high-tech start-up based on robotics technology is no different -- each project will be its own. However, despite all the individual characteristics of each new high-tech start-up, there are also basic elements which are common to virtually all entrepreneurial projects. Every project needs a business model. Every project needs a team to execute the model. Every project needs financing to develop its solution, and deliver it successfully to the marketplace.
This guide has as its objective to serve as a useful, practical reference, a document that can help lead a new project from the idea stage to a successfully launched high-tech start-up.
The key elements that are covered include the importance of high-tech start-ups to our economy and society, the specific opportunities and challenges of the robotics marketplace, characteristics of the right entrepreneur to lead the start-up, evaluating the technological position upon which the start-up is based, key considerations for defining a business model and business plan in order to convert the project from an idea to a successful company.
More info at http://www.tecnalia.com/en/industry-transport/index.htm
Innovate Finance Industry Sandbox ReportChris Skinner
The UK FCA invited Innovate Finance to chair an industry consultation on developing an industry-led sandbox for financial innovation. The consultation was conducted between July 2016 and April 2017 through industry surveys, design sessions, and a formal written consultation process. The consultation found that industry sandboxes can accelerate solution development, enable industry-wide problem solving, and support regulatory efficiency by allowing early engagement between regulators and sandbox participants. The consultation identified options for the design, governance, funding, and regulatory treatment of industry sandboxes to generate industry demand and meet feasibility requirements.
IJIS Institute_Critical Decision Criteria for Data Sharing (Jul 2013)Becky Ward
This document discusses critical decision criteria for public safety agencies considering data sharing solutions. It outlines several benefits of data sharing such as lives saved, optimized legacy system investments, and expanded situational awareness. It emphasizes the importance of project planning, defining responsibilities, and identifying high priority outcomes. It presents three critical perspectives - expanded need, proven solutions, and full cost/benefit analysis. It also discusses various data sharing configuration options and associated costs and considerations. The goal is to help practitioners properly evaluate options and ensure data sharing projects are successful and provide value.
The document provides an overview and status update of the Clinical Groupware Collaborative (CGC). It discusses the CGC's advocacy efforts to influence health IT innovation. It also provides details on pilots and collaborations between CGC members to facilitate data exchange and meet meaningful use requirements. Goals for 2010 include finalizing technical requirements, presenting use cases, and delivering working code for meaningful use. Members are invited to join upcoming meetings and participate in committees to help shape health IT standards and policies.
The document summarizes feedback from a call for input on supporting the development and adoption of RegTech. Over 350 responses were received from technology suppliers, financial services firms, and consultancies. Respondents proposed various RegTech solutions that could improve regulatory efficiency and compliance, including alternative reporting methods, shared utilities, and predictive analytics using big data and machine learning. They felt the FCA could play a role in clarifying expectations, driving standards, and potentially certifying compliant RegTech solutions. Respondents also identified barriers like legal restrictions on data use and a lack of standards, as well as firms' caution about unproven technologies. Suggestions to address these included defining new regulations in a machine-readable format and establishing a
The document summarizes feedback from a call for input on supporting the development and adoption of RegTech. Over 350 responses were received from technology suppliers, financial services firms, and consultancies. Respondents proposed various RegTech solutions that could improve regulatory efficiency and compliance, including tools for alternative reporting, shared utilities, cloud computing, and online platforms. They felt the FCA could play a role in collaboration, standards setting, certification of RegTech solutions, and providing guidance. Barriers to RegTech adoption included legal restrictions on data use, lack of standards, and uncertainty over regulations. Respondents suggested defining new regulations in a machine-readable format and establishing a common global regulatory taxonomy to help drive innovation.
Review of the Collaborative Procurement ProcessKBIZEAU
The document provides an overview of an upcoming review of the collaborative procurement process used by Shared Services Canada (SSC). The review will identify opportunities for improvement and present findings to the Information Technology Infrastructure Roundtable in May 2015 and the Departmental Audit and Evaluation Committee in September 2015. The objectives of the collaborative procurement process are to maintain public procurement values while engaging with industry early in the process to co-develop requirements and ensure optimal solutions. The review will focus on processes and design, alternatives, SSC's relationship with industry, and effectiveness. Interviews, surveys, literature review, and case studies from January to March 2015 will inform the findings.
Shared Services Canada is working to deliver innovative public services that meet Canadians' evolving expectations for a modern, accessible government. This includes collaborating on initiatives like Canada Digital 150 and open data through data.gc.ca. SSC aims to provide innovative digital services to both citizens and public servants. SSC sees innovation as generating new ideas that add practical value. It plans to harness innovation to improve services and value for money through approaches like partnering earlier with the private sector, exploring agile procurement, and public-private partnerships. Potential innovation options discussed include a pilot-to-enterprise procurement process, building on programs like BCIP, and partnering with organizations like CANARIE on research.
Leveraging Procurement for Socio-Economic Benefits - Presentation by Acting C...KBIZEAU
The document summarizes a presentation about leveraging government procurement of information and communications technology (ICT) to achieve socio-economic benefits. It discusses how Shared Services Canada (SSC) considers policies around supporting small businesses, indigenous groups, innovation, and the environment in its $1.2 billion annual ICT procurement. The presentation outlines SSC's plan to establish tools and engagement strategies to better select socio-economic objectives and stakeholders for each large procurement. It poses questions about balancing direct and indirect benefits, prioritizing objectives, industry needs, and tracking progress toward objectives.
Shared Services Canada's transformation aims to streamline IT infrastructure across the Canadian government. Key elements include consolidating data centers, networks, and security services. The transformation is an ongoing process with milestones over several years, including establishing additional data centers, migrating departments to shared telecom and workplace services, and improving cybersecurity capabilities through releases of a new Security Operations Centre. Maintaining focus on the transformation plan and ensuring all necessary capabilities are in place will be important for successful implementation.
This document provides an overview and summary of Shared Services Canada's (SSC) 2014-2015 Integrated Business Plan. The plan outlines SSC's mandate to modernize and consolidate the Government of Canada's IT infrastructure through initiatives in five key areas: email, data centers, networks, cyber and IT security, and workplace technology devices. In 2014-2015, SSC will focus on implementing its transformation plan, including rolling out a new email solution, closing additional data centers, awarding contracts for networks, and developing strategies for workplace devices. SSC will balance managing current legacy systems with establishing new enterprise services to generate savings and improve service across government.
Information Technology Infrastructure Roundtable Meeting June 11th, 2014: Transformation Initiatives Update given by Grant Westcott of Shared Services Canada.
Information Technology Infrastructure Roundtable Meeting on June 11th, 2014: Update on priorities and activities presentation given by Liseanne Forand, President of Shared Services Canada.
Pablo sobrino smart-dps presentation to itac - march 4-2014 - englishKBIZEAU
The document summarizes Canada's new Defence Procurement Strategy (DPS). The DPS aims to 1) deliver equipment to the Canadian Armed Forces and Coast Guard in a timely manner, 2) leverage defence procurements to create jobs and economic growth in Canada, and 3) streamline defence procurement processes. Key elements of the strategy include early and ongoing engagement with industry, establishing governance structures like a Defence Procurement Secretariat, applying a weighted Value Proposition to bids, identifying and developing Key Industrial Capabilities, and creating a Defence Analytics Institute to provide analysis. The DPS marks a shift to focus procurement on improving economic outcomes through investments in Canadian industry.
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Ssac summary-report-2014-en
1. Shared Services Canada
Smart Sourcing Advisory Committee
Summary Report
September 2014
Document Date: September, 2014
File Name: Smart Sourcing Advisory Committee Summary Report
Status and Version: Final
2. Smart Sourcing Advisory Committee Summary Report
2
TABLE OF CONTENTS
1 INTRODUCTION ........................................................................................3
1.1 Background ................................................................................................................................ 3
1.2 Purpose and scope .................................................................................................................... 3
2 ORGANIZATIONAL CONTEXT ..................................................................5
2.1 Advisory committee structure ..................................................................................................... 5
2.2 Information Technology Infrastructure Roundtable mandate ...................................................... 5
2.3 Smart Sourcing Advisory Committee mandate ........................................................................... 6
2.4 Smart Sourcing Advisory Committee consultation ...................................................................... 6
3 SOURCING ANALYTICAL AND DECISION SUPPORT FRAMEWORK
CONSIDERATIONS ...................................................................................9
3.1 Key objective and scope ............................................................................................................ 9
3.2 Key requirements and benefits ................................................................................................. 10
3.3 Decision categories .................................................................................................................. 11
3.4 Key sourcing/transformation options ........................................................................................ 12
4 NEXT STEPS ........................................................................................... 14
APPENDIX A – ANALYTICAL AND DECISION SUPPORT FRAMEWORK
CATEGORIES .......................................................................................... 15
APPENDIX B – MINUTES FROM SSAC MEETINGS .................................... 16
3. Smart Sourcing Advisory Committee Summary Report
3
1 INTRODUCTION
1.1 Background
Shared Services Canada (SSC) is a federal department that was created on
August 4, 2011 to modernize how the federal government manages its information
technology (IT) infrastructure. SSC is mandated to operate and transform the
government’s IT infrastructure. Through applying a horizontal approach, SSC is
responsible for delivering more efficient, reliable and secure IT infrastructure services to
43 partner federal organizations.
SSC has launched three major transformation efforts in the areas of email, data centres
and networks to standardize and consolidate IT infrastructure in order to deliver better
value for money and to improve service and security. To identify and implement effective
whole-of-government solutions, SSC is engaging with industry to explore options, to
validate approaches and to provide guidance.
Currently, SSC is looking at frameworks that would be used to help inform decisions and
practices on which services are best performed in-house and which are better suited for an
alternative delivery model. There are significant opportunities to change the way IT
services are provided in order to deliver on SSC’s mandate to generate savings, improve
service, increase security and ensure sustainability.
As part of the process of exploring how best to move forward, SSC wants to build on
proven models in both the public and private sectors to incorporate leading practices
where applicable. SSC recognizes the important role that the private sector plays in the
transformation of the government’s IT infrastructure and has engaged in consultative
exercises to gather advice and guidance on SSC initiatives. SSC also recognizes our
valued employees who bring a wealth of expertise and dedication to delivering quality
service to the Government of Canada. All sourcing options are being considered to find the
right balance between public and private service delivery.
1.2 Purpose and scope
The purpose of this document is to outline the feedback from and the consultations with
the Information and Communications Technology (ICT) sector and The Professional
Institute of the Public Service of Canada (PIPSC) through the Smart Sourcing Advisory
Committee (SSAC), a sub-committee of the Information Technology Infrastructure
Roundtable (ITIR).
The report also presents a proposed sourcing analytical and decision support framework
that emerged from these consultations. This framework presents a tool that could be used
to help inform decisions and practices on which services are best performed in-house and
which are better suited for an alternative delivery model. It presents the decision
4. Smart Sourcing Advisory Committee Summary Report
4
categories and criteria that could guide these future decisions, along with the key
requirements for a sourcing framework.
The representative of PIPSC registered his disagreement with the decision-making
framework and the premise that underpins it. In his view the merits of insourcing versus
outsourcing should be assessed before proceeding with the analysis of various sourcing
models, and yet the framework does not include appropriate criteria for evaluating in-house
solutions. Moreover, he does not believe that the Committee was provided with
evidence, best practices or industry trends that demonstrate that outsourcing IT
infrastructure services is appropriate for an organization with the skills and knowledge that
SSC has in those areas.
5. Smart Sourcing Advisory Committee Summary Report
5
2 ORGANIZATIONAL CONTEXT
The following section provides the context of the IT SSAC within SSC’s structure and its
specific mandate.
2.1 Advisory committee structure
SSC recognizes the value and contribution of the ICT sector and the important role that
sector can play in the transformation of the government’s IT infrastructure. SSC needs to
be able to keep pace with the best industry solutions while achieving value for money,
innovation and service excellence. Early, open and ongoing consultation has been
identified as key to a win-win relationship.
To that end, SSC created the ITIR and its advisory committee structure. The ITIR is a
forum in which federal partners and the ICT sector can provide advice and guidance on
SSC initiatives, while each of the advisory committees represents a key area with
significant work underway. Advisory committees are issue-specific forums. The four
advisory committees are:
• Architecture Framework Advisory Committee;
• Innovative Canadian Enterprises Advisory Committee;
• Procurement Benchmarks Advisory Committee; and
• SSAC.
2.2 Information Technology Infrastructure Roundtable mandate
The purpose of this consultative body is to discuss the long-term IT transformation agenda
for the government, emerging technologies in the marketplace, first-use technologies and
future directions for innovation, as well as to provide progress reports on other key
initiatives within government (e.g. the Build in Canada Innovation Program). This forum,
which brings together leading technology innovators and key government partners,
provides SSC with an opportunity to receive valuable feedback on how to improve
processes and realize efficiencies.
Through the ITIR, SSC seeks to harness the benefits of a diverse and innovative supplier
community to build a secure, lower-cost, more effective technology platform for the
Government of Canada. The ITIR discussions also help the Department to build a
long-term relationship with the ICT industry and to provide it with an opportunity to address
issues of interest from an ICT-sector perspective.
SSC is driven by principles that were developed at the outset of the engagement process
with the ICT sector. The principles are as follows:
6. Smart Sourcing Advisory Committee Summary Report
6
• Fairness, transparency, inclusiveness and integrity are the foundation of our value
system.
• Market-based competition is the best vehicle to deliver the most efficient, effective
and highest value solutions.
• The current federal government policy framework governs our execution.
• Portfolio and individual project risk will be managed at all times.
• Our horizon is biased toward the future.
• Leading-edge innovation will be an important determinant in assessing alternative
solutions.
2.3 Smart Sourcing Advisory Committee mandate
The SSAC supports the ITIR by considering the ways in which the ICT sector can better
position itself for potential opportunities to work with SSC. SSAC membership includes
SSC senior leadership, Treasury Board Secretariat, Industry Canada, the Professional
Institute of the Public Service of Canada, as well as representatives of the ICT sector
associations.
The goal of the SSAC is to inform SSC’s transformation sourcing strategies and models
based on the most recent experience and service offerings of the ICT sector. The
development of a sourcing analytical and decision support framework (discussed later in
this document) is in response to this goal.
Specifically, the mandate of the SSAC is to:
• serve as a public-private sector advisory forum to outline expected resource
requirements related to SSC's transformational agenda;
• identify innovative skills development and repositioning strategies to support SSC's
sourcing models;
• supply sector-based market intelligence from industry through presentations,
identification of trends and best practices;
• address and respond to issues or recommendations provided by the ITIR; and
• identify innovative insourcing/outsourcing practices used in other jurisdictions.
2.4 Smart Sourcing Advisory Committee consultation
Since the launch of the SSAC, the Committee has met five times to:
7. Smart Sourcing Advisory Committee Summary Report
7
• discuss the transformational agenda and sourcing principles that will guide overall
decision making;
• review and refine the sourcing framework in terms of considerations (criteria) to be
included; and
• identify industry leading practices around sourcing, as well as services and
functions that are critical for SSC to retain in order to manage the outsourcing
environment.
Early discussions centred on the importance of how SSC defines value and costs in the
context of sourcing decisions. Participants also raised questions and concerns related to
how SSC is defining its return on investments and the total cost of ownership for the
delivery of a particular service. These discussions led to the development and the
achievement of consensus on the following sourcing principles that should guide SSC’s
procurements:
• There is a need to identify core services and functions.
• Sourcing decisions will meet the needs of the Government of Canada and
Canadians for value for money.
• Information assurance and security delivered by and throughout the supply chain
is essential.
• Services and sourcing decisions must meet both domestic and international
requirements.
• Sourcing decisions should consider favourably impacts and solutions that support
collaborative Canadian innovation.
Participants noted that it was essential for SSC to define what is mission-critical (core
services) and whether it is at the program level or at the IT activity. Further, questions and
concerns around the notion of value for money were raised by members with the
recommendations that value for money should focus not only on generating savings but
also on creating value, especially business value around process improvements. This
recommendation supported the evolution of the decision support framework’s assessment
criteria.
Another key area of consultation was how to make outsourcing decisions and the type of
framework and criteria that could be leveraged as a decision support tool. The framework
began as an illustrative 2x2 grid with two criteria: criticality of service and reliance on
relationships. Participants provided feedback on leading best practices, which their
representative companies leveraged when making outsourcing decisions. These included:
• careful consideration of outsourcing services versus leveraging in-house
efficiencies of scale, especially given the size of the Government of Canada;
8. Smart Sourcing Advisory Committee Summary Report
8
• outsourcing where it is not mission-critical (e.g. pay cheques), or for services
where the market is mature;
• a clear definition of stakeholders and an understanding of their role;
• ability to define requirements;
• considering the supply pool (resources to deliver services) and whether it made
business sense to continue delivering a particular service in-house;
• understanding whether you have the in-house capacity and competencies to
deliver the service;
• assessing program-integrity impacts of outsourcing services, along with privacy
and data-sovereignty considerations;
• considering the availability of alternatives (for a given service) in the marketplace;
and
• looking at all of the components together as a component itself (i.e. infrastructure
as a commodity).
During these discussions, participants emphasized that a support framework should reflect
the complexity and the multi-dimensional nature of sourcing decisions. Details can be
found in Appendix A.
Participants were also consulted on industry best practices in outsourcing and the services
or functions that are typically retained within organizations. Key input included:
• the need for in-house architects who know policies and architecting for services,
as well as the architecture of things and how they interoperate (i.e. optimization of
things);
• addressing concerns about vendor lock-in or interoperability; the architecture
solution should be based on open standards;
• developing strategies, roadmaps and standards in-house to ensure an unbiased
solution and the best solution for value;
• knowing the total cost of ownership for services prior to outsourcing; and
• managing the relationship between SSC and industry is a major factor in avoiding
outsourcing failures.
(Note: The published minutes from the SSAC meetings are included in Appendix B.)
9. Smart Sourcing Advisory Committee Summary Report
9
3 SOURCING ANALYTICAL AND DECISION SUPPORT
FRAMEWORK CONSIDERATIONS
3.1 Key objective and scope
A key objective of any sourcing analytical and decision support framework is to provide
high-quality analysis and recommendations to support informed decisions for the short and
long terms. The proposed sourcing analytical and decision support framework that
emerged from discussions with the SSAC members was designed to be leveraged at all
stages of the strategic planning process and across the sourcing lifecycle as shown in
Figure 1 below:
• during Steps 1, 2 and 3, establish the current state or “as-is” sourcing baseline, the
requirements for change and the desired (“to be”) end state and ensure that
evidence-based decisions are made based on the best information available;
• during Step 4 (plan and procurement), ensure that the optimum sourcing strategy
decision is made at the “deal” stage;
• during Step 5 (execution), ensure that the implications of the decision are
managed and optimized throughout implementation; and
• during the service management and governance step, identify the best
next-generation decisions that will be needed to ensure the sustainability of the
sourcing solution.
10. Smart Sourcing Advisory Committee Summary Report
10
Figure 1: Alignment of sourcing framework with SSC process methodology
3.2 Key requirements and benefits
SSAC members emphasized that the key requirements for a sourcing decision framework
include that it:
• aligns to the SSC goals of service excellence, innovation and value for money;
• uses a simple multi-criteria analysis, also known as multiple-criteria decision
making / decision analysis (MCDM/MCDA) model (e.g. weighted sum/score
approach);
• is robust, flexible and easy to understand;
• supports qualitative and quantitative criteria (e.g. financials);
• allows an iterative approach as data are gathered and analyzed to recognize the
fact that the recommendation may evolve as data become available;
• ensures that stakeholders can continually re-assess the sourcing decision
throughout the sourcing lifecycle to find the optimal solution;
• adopts a weighted score that can be aligned to ongoing gathering of baseline data;
• supports the idea of pass or fail criteria where a binary approach is more suited to
a particular criterion than a range of possible weights;
11. Smart Sourcing Advisory Committee Summary Report
11
• informs the smart sourcing of both goods and services; and
• encourages stakeholder engagement (through a transparent weighted/score
model).
SSAC members also advised that the key features of a sourcing deicision framework
should include:
• Simplicity
• Flexibility
• Consistency
• Transparency
3.3 Decision categories
Through consultation with SSAC and leading practice review, 12 decision categories that
cover key aspects of the sourcing decision were defined. These categories, summarized
below and described in Appendix A, align to the SSC goals of service excellence,
innovation and value:
• Legal, regulatory compliance and security;
• Strategy and policy alignment;
• Partner/end-user focus;
• Financial attractiveness and value;
• Service, functional and technical needs;
• Market capability and maturity;
• Governance capability and maturity;
• People/HR implications;
• Transition and transformation;
• Contractual attractiveness and timing;
• Real estate and facility implications; and
• Public impact.
Each category comprises multiple key decision criteria and aligns to key stakeholder
interests to facilitate robust decision making. The key principle is that different
12. Smart Sourcing Advisory Committee Summary Report
stakeholders wear different hats and the best decisions will take into account a diversity of
stakeholder views.
3.4 Key sourcing/transformation options
As discussed with the ICT sector, sourcing strategies exist on a spectrum. Table 1
summarizes four different types of sourcing strategies that should be considered: in-house,
general sourcing, managed outsourcing and industry transformation.
These strategies are differentiated on 11 dimensions:
12
• Strategic control;
• Day-to-day control;
• Market relationship;
• Scope/scale of investment;
• Risks and benefits;
• Partnering behaviours/culture;
• Substitutability/market competition;
• Provider and bundling approach;
• Governance complexity;
• Typical decision horizon; and
• Typical ICT products/ services
13. Smart Sourcing Advisory Committee Summary Report
13
Table 1: Examples of types of sourcing strategies
Dimension In-house General Sourcing Managed
Outsourcing
Industry Transformation
Strategic control Retained Buyer Buyer Shared
Day-to-day control Retained Buyer Provider Provider
Market relationship Internal Exchange
(e.g. standard supply
contract)
Long-term outsourcing
contract
Depends on approach
(e.g. Long-term contract, P3
contract often with financing,
asset sale or equity model)
Scope/scale of
investment Internal Often limited Material
(e.g. 1 – 2 years) Significant
(>2 – 3 years for outsourcing)
Risks and benefits Retained Retained by buyer Some sharing Significant sharing
Partnering
behaviours/culture N/A Depends but often limited Some Significant
Substitutability/
market competition
None High Medium Low
Provider and
bundling approach N/A Multiple providers for each
sourcing category; often
limited bundling
Typically multiple
providers at a service
and/or bundle level; can
involve a single provider
at a service/bundle level
or one integrator across
multiple
services/bundles
Typically a single provider as
prime; usually includes multiple
services/bundles
Governance
complexity
Internal Depends but typically low Medium/high High
Typical decision
horizon
Internal 1 – 3 years 3 – 5 years 5 – 10 years for outsourcing
Typically longer for P3,
permanent for privatization
Typical ICT products/
services
Hardware
Software
Networks
People services*
Hardware
Software
Networks
People services*
Hardware
Software
Networks
People services*
Hardware
Software
Networks
People services*
* Includes all labour-related services, including contingent workers (contractors) and professional services (consultants/advisors)
14. Smart Sourcing Advisory Committee Summary Report
14
4 NEXT STEPS
Through the SSAC consultations, a great deal of valuable feedback and advice has been
received, which will contribute to the evolution of SSC’s sourcing practices and
considerations. SSC is now applying the framework and will continue to advance its
thinking through continued consultations and engagement with industry, its employees
and government stakeholders.
As part of the process of exploring how best to move forward, SSC will continue to work
with the private sector to determine the most cost-effective approach to sourcing through
the ITIR as well as “Industry Days” and one-on-one meetings as part of collaborative
procurement. SSC also recognizes our valued employees who bring a wealth of expertise
and dedication to delivering quality service to the Government of Canada. All sourcing
options are being considered to find the right balance between public and private service
delivery.
15. Shared Services Canada
Smart Sourcing Advisory Committee Summary Report
15
APPENDIX A – ANALYTICAL AND DECISION SUPPORT
FRAMEWORK CATEGORIES
Category Description
Strategy and policy alignment Extent to which the sourcing strategy aligns with enterprise, business and organizational strategy and
policy requirements
Partner/end-user focus Extent to which partner and end-user expectations, requirements, needs and demands are defined,
aggregated and aligned
Financial attractiveness and
value Extent to which financial benefits exceed the costs in the short term and on a multi-year basis over
the required investment and decision timescale horizon
Service, functional and technical
needs Extent to which service, functional and technical requirements are defined, aggregated and aligned to
target business and functional architectures
Market capability and maturity Extent to which global, regional, national, provincial and local markets provide the required sourcing
capability and services with the necessary maturity and demonstrated experience for success
Governance capability and
maturity
Extent to which the sourcing management organization(s) can provide the required governance,
management and leadership capability and services with the necessary maturity for success
People/HR implications Extent to which people and HR implications influence or are influenced by the sourcing strategy and
decision(s)
Transition and transformation Extent to which the transition and transformation strategy, approach, plans and resources will deliver
the required change(s)
Contractual attractiveness and
timing
Extent to which contractual strategies and commitments shape the sourcing strategy
Real estate and facility
implications
Extent to which facility and real-estate implications influence or are influenced by the sourcing
strategy and decision(s)
Public impact Extent to which the sourcing strategy influences or is influenced by political, social and economic
considerations and has political support at the required levels
Legal, regulatory compliance and
security
Extent to which the sourcing strategy complies with current and future legal and regulatory best
practice and expectations and security requirements
16. Shared Services Canada
Smart Sourcing Advisory Committee Summary Report
16
APPENDIX B – MINUTES FROM SSAC MEETINGS
Information Technology Infrastructure Roundtable
Smart Sourcing Advisory Committee
#1
Summary of Discussion
Meeting of October 18, 2013
1. Welcome
Gina Rallis, Senior Assistant Deputy Minister, Corporate Services and Chief Financial Officer,
Shared Services Canada (SSC), and Chair of the Smart Sourcing Advisory Committee (SSAC),
welcomed participants and invited them to introduce themselves.
Following the introductions, the Chair asked if participants had comments on the August 16th
Summary of Discussion. No comments were made and the Chair indicated that the summary
would be posted on the SSC website.
The Chair informed participants of the objectives of the meeting: to review the revised SSC
sourcing analytical and decision support framework, the list of services and functions and the
proposed grouping of services and functions. She emphasized that SSC wants to ensure that
attendees understand the SSC sourcing analytical and decision support framework and the
approach to applying it against SSC’s list of functions and services. She also noted that SSC is
looking for discussion and feedback and that, as the sourcing analytical and decision support
framework is finalized, the work of this committee will end and any outstanding issues will be
addressed via other consultative forums.
2. Revised SSC Sourcing Analytical and Decision Support Framework
Jason Choueiri, Senior Director, Service Strategies and Transformation, SSC, presented the
revised SSC sourcing analytical and decision support framework, where positive SSAC
feedback in August helped to develop the framework in four different areas:
• The lifecycle context, which incorporates the SSC Transformation Methodology, maintains
a focus on desired outcomes, embeds change and retesting in the process, and develops
measures for success.
• Key sourcing comparison options, which may not be applicable for all services/functions,
explore all options, including in-house transformation along with those proposed by the
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market. The sourcing options also retain the capability to bring outsourced services back
in-house, if needed.
• Decision criteria, which incorporate the assessment categories, define clear and
transparent weightings/scores. It also provides the option to weight some categories at 0
percent or 100 percent (i.e. a pass-fail model); ensures that weightings reflect stakeholder
concerns (e.g. speed to market, IT industry development, SMEs, etc.); and considers
future capacity and long-term sustainability.
• Decision support uses the framework for goods and services and modifies the framework
parameters to accommodate the decision. It ensures strong stakeholder and relationship
management and identifies and manages risks as part of the decision.
Mr. Choueiri noted that sourcing options are selected for each identified function or grouping of
functions. Each function grouping with selected sourcing options is assessed against the
assessment categories to weigh the options of diverse stakeholder interests. To develop
sourcing recommendations, other key considerations will be reviewed from both an individual
and a holistic perspective. This includes, but is not limited to, weighing the potential risks to
business and to security, the capacity to manage an increased number of contracts, and
operational integrity and service orchestration. In general, SSC’s approach to applying the
evaluation framework would be: identify functions/services and groupings (current state); select
sourcing options for analysis (in-house, sourcing, managed outsource, or industry
transformation); assessment categories; assess preliminary sourcing recommendations against
other factors (e.g. risk); conduct holistic analysis; and produce recommendations (future state).
During the discussion, the majority of participants praised the framework and made other
comments/recommendations, such as:
• Not all categories are equal (e.g. legal, privacy and security considerations would be
paramount) and a two-tiered system may resolve this inequality.
• It is important to know how to address the risk of failure of sourcing at this phase
• Clarification was requested on where industry development would fall within the
assessment categories.
• Internal capacity is not represented and will have an effect on other categories.
3. Review List of Services and Functions
Mr. Choueiri began by stating how the data centre, telecom and security services were broken
down into services and functions to support the application of the sourcing framework. Positive
SSAC feedback in May helped to develop the SSC list of functions and services: members
sought clarification on services versus functions and recommended the use of the Information
Technology Infrastructure Library model terminology; SSC should develop standards before the
Department goes to the market to ensure consistency with a central service-management
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framework; and SSC should define the relationship between functions and services. The first
handout included the service and function list for data centre, telecom and IT security.
During the discussion on the list of services and functions, participants provided the following
comments:
• Was any thought given to internal representatives competing with the private sector?
• Concern was raised regarding the current operational requirements and how they would be
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included moving forward.
• The lists will be very useful to help industry qualify what to focus on for future sourcing.
• Security will be onerous on industry and not many security-related services/functions can
be outsourced.
• SMEs can provide good guidance on what to outsource.
• To constantly measure and have milestones is a priority.
• Break down and run through the evaluation because these will measure the value of
keeping a service/function internal or not.
4. Proposed Grouping of Services and Functions
Mr. Choueiri explained that the grouping of services and functions prepare SSC for the next step
to describe the current state. The grouped services and functions will be assessed against
select sourcing options and the 12 assessment criteria to support decision making. The second
handout depicted service groupings along an X-axis and the function groupings along the Y-axis
in an Excel spreadsheet.
Participants were asked for feedback regarding additional service groupings or bundles for
consideration:
• Overall, participants requested more time to review the document, particularly the security
bundling, and would provide feedback at a later date.
• Clarification was asked regarding the definition of certain categories; the NIST model was
given as the source of the definitions.
• Telecom groupings are generally bundled in the way it is depicted in the handout.
• Application support and implementation is important.
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5. Forward Agenda and Wrap Up
The Chair re-emphasized the criticality of receiving feedback and evaluation on the framework
regarding the layout, the groupings and any ideas on changes. She mentioned that their point of
contact for feedback would be Mr. Choueiri. She explained that the next steps will include
refinement of the feedback and a report to the main roundtable, as well as the development of a
final report of the SSAC, which will be shared with participants.
The meeting was adjourned.
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Information Technology Infrastructure Roundtable
Smart Sourcing Advisory Committee
#2
Summary of Discussion
Meeting of August 16, 2013
1. Welcome
Gina Rallis, Senior Assistant Deputy Minister, Corporate Services, and Chief Financial Officer,
Shared Services Canada (SSC), and Chair of the Smart Sourcing Advisory Committee (SSAC),
welcomed participants and invited them to introduce themselves.
Following the introductions, the Chair asked if participants had comments on the Summary of
Discussion of May 21. No comments were made and the Chair indicated that the summary
would be posted on the SSC Web site.
The Chair reviewed the objectives of the meeting to ensure participants have a shared
understanding of SSC’s proposed sourcing analytical/decision support framework and to seek
advice from participants on the high-level design of the framework. She emphasized that SSC is
looking at a way of connecting the right sourcing methods throughout the strategic planning
phase and into the future. She also noted that SSC had incorporated advice provided at the
previous SSAC meeting into the presentations.
2. SSC Sourcing Analytical and Decision Support Framework
Jean-François Lymburner, Director General, Service Strategies and Transformation, SSC,
presented the SSC sourcing analytical and decision support framework, which will be used as a
tool to inform decision making:
• During the first three steps of the transformation methodology (i.e. the current state, the
requirements and the end state), evidence-based decisions ensure that the most important
data for decision making are gathered and analyzed to help identify and mitigate
assumption risk.
• Within planning and procurement and the business case decision steps, optimum sourcing
strategy decisions compare viable sourcing/transformation options and identify the best
strategies using a simple, consistent, flexible and transparent approach, which allows
different strategies to be simulated.
• Decision management and optimization (during the execution step) ensures that
stakeholder interests in the decision remain aligned to the strategy during implementation
especially as changes occur, which allows different execution scenarios to be simulated.
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Next-generation decisions (within service management and governance) identify second,
third (and later) generation sourcing and improvement strategies and options.
Mr. Lymburner noted that feedback from SSAC participants has reinforced the complexity and
multi-dimensional nature of sourcing decisions. Recommendations from previous meetings
include: recognizing the complexity and multi-dimensional nature of the analysis and decision
making; taking into account additional elements, such as market capability, future sourcing and
change readiness/management and the people dimension; re-working the grid for future state
sourcing methods; and building on industry best practices for outsourcing strategy analytical
frameworks.
Jason Choueiri, Acting Senior Director, Service Strategies and Transformation, SSC, presented
high-level design assumptions related to sourcing options, decision categories and specific
criteria, and outlined the 14 decision categories that would be used to weigh the opinions of
diverse stakeholder interests and would lead to robust decisions. These include, among others,
strategy and policy alignment, partner/end user focus and market capability and maturity. He
also outlined key sourcing/transformation comparison options and provided an illustrative
example of a sample output of the proposed decision framework.
During the discussion of the framework, participants made a number of comments, including:
• weighting categories can be subjective; weighting and scores should be clearly defined
and transparent;
• in some categories, a pass or fail model may work better than weighting;
• more outsourcing models and options could be explored, with stronger service
relationships;
• there should be two frameworks, one for use in-house and another for outsourcing, as the
two cannot be measured in the same way;
• SSC should keep asking, “What is the desired outcome?” throughout the process in order
to stay on track;
• SSC should embed change/re-testing regularly in the process;
• SSC should retain the capacity to switch from outsourcing to in-house during the process;
• managing the relationship between SSC and industry is a major factor to avoid outsource
failure;
• SSC should clarify how does the framework distinguish between goods and services;
• the matrix is an effective way to determine the way ahead;
• risk can be separate from the framework, as it is analyzed further in the process;
• speed is an important element since the market moves fast but it appeared to be weighted
low; and
• the framework should take into consideration the development of the IT industry, and small
and medium sized enterprises.
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SSC representatives told participants that the framework would be one tool that would be used
for decision making and that it would evolve over time and usage. They also noted that the
business case would examine the industry and market analysis, and that the purpose of the
framework criteria is to analyze all options available, even if some may not be relevant. As it
matures through the process, SSC would adjust the sourcing framework accordingly and do it in
an open and transparent manner.
3. Forward Agenda and Wrap Up
The Chair recognized that the framework went from being simple in previous versions to
complex. She told participants that SSAC is still examining the “what” question for smart
sourcing, and that the Committee will make further adjustments to the framework in order to
answer the question “so what” for the next meeting, before examining the next steps.
The Chair thanked participants for their ongoing input. She reiterated that SSC is looking for the
best advice from industry and that the Department wants to be made aware of any impacts of
the framework.
The meeting was adjourned.
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Information Technology Infrastructure Roundtable
Smart Sourcing Advisory Committee
#3
Summary of Discussion
Meeting of May 21, 2013
1. Welcome
Gina Rallis, Senior Assistant Deputy Minister, and Chief Financial Officer, Corporate Services,
SSC, and Chair of the Smart Sourcing Advisory Committee (SSAC), welcomed participants and
invited them to introduce themselves.
Following the introductions, the Chair asked if participants had comments on the Summary of
Discussion of April 4. No comments were made and the Chair indicated that the summary would
be posted on the SSC Web site.
The Chair reviewed the objectives of the meeting, i.e. to communicate SSC sourcing principles
and decisions lens resulting in a shared understanding of SSC’s sourcing framework and to
seek advice from participants on potential sourcing methods and strategic partnerships for
network and data centre services, the outcome of which will inform SSC’s enterprise sourcing
strategy.
The Chair emphasized that SSC was looking to strike the right balance and to use systematic
analysis to determine what is core and where industry can play a role. She also noted that SSC
had incorporated advice provided at the previous SSAC meeting into the presentations.
2. Principles and Current State Sourcing Methods
Benoît Long, Chair of the Architecture Framework Advisory Committee and Senior Assistant
Deputy Minister, Transformation, Service Strategy and Design, SSC, reviewed the sourcing
principles proposed and presented by SSC on April 4. He indicated that the first principle had
changed since the last meeting from “We do not outsource strategic core services and
capabilities” to “Identifying core services and functions is a necessary step to achieve smart
sourcing.” He also noted two considerations: (i) core services and functions are defined as
functions that are critical, and closely related to government strategy, mandates and outcomes
and they are defined by business leads (i.e. partner departments); and (ii) capacity to deliver,
i.e. SSC’s ability to execute core functions with its current HR complement and the fact that
collaborative partnerships may be required to bridge a gap.
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Benoît Long presented the current state sourcing methods for SSC IT Services (i.e. services
that are insourced, those that are outsourced or delivered in partnership and those that are
delivered using hybrid methods). He pointed out that the vast majority of SSC IT services are
insourced and that generally, partnerships with the private sector were low, which means there
are opportunities to increase work with the private sector going forward.
Participants discussed the benefits of certain principles such as innovation and suggested
adding a principle on the availability of a commercial grade service. SSC noted that while this
principle would work with applications, it may not be applicable to infrastructure such as secret
infrastructure. Some participants indicated that more and more of these types of services are
becoming available with the cloud.
Participants asked for a few clarifications on information contained in the Current State Sourcing
Methods Chart, most notably what was counted in the 1 percent of expenditures spent on data
centres, whether staff working on contract were included in the chart and whether people were
included under end user devices. SSC indicated that of the 485 data centre facilities currently in
place, only 1 percent was spent through the private sector because the government owns and
manages the large majority of them. With respect to staff working on contract, SSC noted that
they were not included under outsourced services. On end user devices, SSC clarified that,
while the Department was responsible for the devices, it did not inherit responsibility for the
people.
3. Sourcing Criteria and End-state Sourcing Methods
Benoît Long reviewed the sourcing decision lens and criteria that had been shared with
participants at the meeting of April 4, noting that SMART sourcing decisions will be guided by
the principles and will be based on a set of criteria balancing risk and value trade-off to
determine what should be in- or outsourced. The two potential criteria under consideration are
criticality of service and the reliance on relationships, i.e. the degree to which strong
relationships with business owners is required in the execution of the service.
Michel Fortin, Director General, Telecommunication Transformation Program, SSC, presented a
slide on the Potential Future State Sourcing Methods for Telecommunications and Networks. He
noted that there were other important factors not included in the slide such as change
management and the people dimension, often the single biggest factor, and future sourcing,
i.e. what changes do we want in order to deliver the services of tomorrow? and what are the
sourcing strategies to get us there?
Participants asked for clarification on services vs. functions, and whether SSC had considered
using the Information Technology Infrastructure Library (ITIL) model terminology. SSC
representatives indicated that it had considered using an ITIL model but not for services. They
also indicated that functions were more complicated and would be examined at a later date.
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Peter Littlefield, Director General, Data Centre Consolidation, SSC, presented a slide on the
Potential Future State Sourcing methods for Data Centres. He noted that there were no services
in the non-mission-critical and relationship-neutral quadrant, that the secret and top secret
infrastructure in the mission-critical and relationship-rich quadrant would not be outsourced, and
everything in the curve could potentially be outsourced in the future. He also pointed out that
SSC had already taken steps to outsource data centre operations and data centre engineering
in the middle section.
SSC representatives indicated that it was difficult to portray the complexity and multiple
dimensions for each of the services on the slide and that the slide had therefore been simplified
to facilitate the discussion. For example, the slide did not include elements such as market
capability or change readiness. SSC asked participants for their views on whether the right
principles were articulated and on the definitions of critical and core.
Participants made a number of recommendations for SSC, including:
• consider future capacity because outsourcing functions such as architecture early on will
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affect the future capacity of the Department in those areas;
• consider insourcing certain services where there are economies of scale;
• retain control over policy and engineering;
• develop standards before the Department goes to the market to ensure consistency with a
central service management framework (“partners will be asking those questions”);
• ask how SSC will be able to sustain the service going forward to maintain capacity to be
sustainable over the longer term (i.e. 5 to 20 years);
• develop key performance indicators to ensure that SSC knows how good a job it is doing
from a CIO perspective, i.e. what are the measures of success?;
• put the first 20 applications through the process to help drive at a set of principles; and
• define the relationship between functions and services.
SSC representatives emphasized that the premise for the creation of SSC is that the
infrastructure will be shareable, and that horizontal services will support applications. They also
indicated that putting all applications through the process individually would not be possible
because of the large number; rather, they would likely be managed in groups, e.g. Web
services.
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4. Forward Agenda and Wrap Up
The Chair indicated that SSC would rework the grid for potential future state sourcing methods,
and provide more granularity in terms of services at the next session in June.
The meeting was adjourned.
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Information Technology Infrastructure Roundtable
Smart Sourcing Advisory Committee
#4
Summary of Discussion
Meeting of April 4, 2013
1. Welcome
Gina Rallis, Senior Assistant Deputy Minister, and Chief Financial Officer, Corporate Services,
SSC, and Chair of the SSAC, welcomed participants and invited them to introduce themselves.
Following the introductions, the Chair went over the logistics of the meeting and asked if
participants had any comments on the Summary of Discussion of February 19. No comments
were made and the Chair indicated that they would be posted on the SSC Web site.
The Chair went over the objectives for the meeting, i.e. to seek advice on sourcing principles
and on sourcing options for platforms and for enterprise architecture. She also noted that SSC
took to heart the recommendations made by participants at the meeting of February 19 to use
test cases to help define the decision lenses that SSC will be using to make sourcing decisions
going forward.
2. SSC Transformation Outcomes and Sourcing Principles
Benoît Long, Chair of the Architecture Framework Advisory Committee and Senior Assistant
Deputy Minister, Transformation, Service Strategy and Design, SSC, provided a brief overview
of transformation outcomes: generate savings, improve service and increase security, and noted
that sourcing strategies for transformation services would be outcome driven, would balance risk
with benefit and would be developed in consultation with key stakeholders.
Benoît Long presented five preliminary sourcing principles for SSC for discussion:
• We do not outsource critical strategic core services and capabilities.
• Sourcing decisions will meet the needs of Government of Canada and Canadians for value
for money.
• Information assurance and security delivered by and throughout the supply chain is
essential.
• Services and sourcing decisions must reflect both domestic and international perspectives.
• Sourcing decisions should consider favourably impacts and solutions that support
collaborative Canadian innovation.
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Benoît Long also proposed two criteria (i.e. criticality of service and reliance on relationships
with industry partners) in a smart sourcing decision matrix, and then invited industry participants
to provide comments.
Participants generally agreed with the framework and they provided the following
recommendations. SSC should:
• clearly define stakeholders and ensure they understand their role;
• define what is mission-critical, i.e. is it defined at the program level or the IT activity? Are
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those services really core or just plumbing, even if the actual business process is core?;
• note that when defining core strategic services, all stakeholders will say their services are
critical;
• include legislative, regulatory and policy requirements as lenses;
• replace “generating savings” with “creating value,” and make sure stakeholders define
value in the same way;
• consider that innovation is broader than the product, e.g. it could be about increasing
productivity;
• create an environment that allows flexibility in order to capture innovation;
• look at SSC’s ability to execute with its current HR complement and the value of doing the
work in-house, i.e. there may be more value in doing some things in-house now that
resources from 43 departments have been consolidated;
• use value for money and ability to execute as a lens instead of mission-critical and
non-mission-critical;
• consider the concept of total cost ownership when talking about value;
• try to avoid “religious discussions” when discussing outsourcing vs. insourcing; and
• when telling the value story, think about the business value, not the technology value.
When participants were asked how they made outsourcing decisions, they provided the
following comments:
• One company noted that it outsourced very little, and rather leveraged efficiencies of scale.
“For people who have scale like the Government of Canada, you don’t need to outsource
very much.”
• We would outsource where it is not mission-critical (e.g. pay cheques), or for applications
where there are already a number of vendors.
• Outsourcing is changing: we outsource for 15 minutes of overload – you don’t need be tied
to a decision for years.
• We link our decisions to strategic imperatives.
• We ask ourselves: Is there a limited supply pool? Do we really want to be in this business?
• We don’t warehouse: it’s important to look at how the supply chain works.
• We define the service, what the market provides, and ask ourselves: Is there a business
case for outsourcing? Do we have the ability to execute?
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3. Sourcing Around Platforms
Peter Littlefield, Director General, Data Centre Consolidation, Transformation, Service Strategy
and Design Branch, SSC, led participants through the first use case (i.e. sourcing around
platforms) to review how the principles would be applied. He presented SSC’s platform
transformation vision and key assumptions, emphasizing that standardization would underpin
the whole transformation initiative for both SSC and its partner departments. He also presented
a breakdown of platform functions including a list of platform use cases (i.e. types of applications
or systems running on platforms) to launch the discussion on how the principles would apply to
platforms.
Criteria proposed by participants to help determine whether a service should be outsourced
included:
• program integrity;
• data sovereignty/privacy/secrecy;
• rules-based vs. judgment-based;
• alignment with core mission;
• availability of alternatives, i.e. commercially available components or services
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(e.g. applications related to pay, HR, Finance and publishing are often outsourced);
• economics;
• synergies with other parts of the business (e.g. pay and benefits are often outsourced
because they are not core to the business and there are alternatives in the marketplace);
• where is the value proposition in the supply chain?;
• who is accountable (especially on program delivery)?;
• is there value in doing it internally? is it cost effective? is it sustainable?;
• if you can’t define the requirements, keep it in-house (the larger the project, the more
difficult it is to define the requirements);
• focus on the business you are in, e.g. Infrastructure as a Service or Platforms as a Service
– banks are saying that these are now commodities so why would you want to build?; and
• when you can’t get more efficiencies and innovation, buy it as a commodity.
Other comments from participants included:
• While “Public Information Publishing” is considered mission-critical, it is not sensitive.
• One participant pointed to “policing” as a good example of something that is mission-critical;
others pointed out that certain police services are provided by third parties.
• Don’t give up control of access management (e.g. if a number of services are outsourced,
avoid needing multiple passwords to get into systems and ensure access is controlled
through your organization).
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• Keep measuring the value and make sure you never get locked into one provider because
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things change fast.
• If you are buying pencils, it is easy to write a one page contract; you cannot write down
what a data centre service will do in the next seven years.
• Our inability to predict the future presents a risk on the change management side; while
the data centres are being built, the organization and business will change over time.
• Look at all of the components together as a component itself (i.e. infrastructure as a
commodity).
• It will be important to go back to stakeholders.
At the end of the discussion, SSC representatives emphasized that the criteria are fundamental
and that this is the first of many steps to get to the right decisions. They also noted that the
outcomes must be sustainable and that “shareability” of the infrastructure will be key in
determining how to package the workloads, as well as determining what is core.
4. Sourcing Around Architecture
Jean-François Lymburner, Director General, Service Transformation and Change,
Transformation, Service Strategy and Design Branch, SSC, led the discussion on the second
use case, i.e. sourcing around architecture. He presented SSC’s role in Government of Canada
enterprise IT architecture, which aims to maximize value in the government’s IT investments. He
also outlined the three key areas and types of architecture skill sets that will be required and the
proposed percentage of the work that would be conducted internally and the percentage that
would be outsourced.
He opened the discussion by pointing out that many large enterprises retain architecture as a
strategic capability, and asked participants how their companies position architecture, and what
types of architectural work and skills they think should be retained. He then asked participants
what they thought were the best practices to manage a strategic capability from a long-term
perspective versus the short term, and what type of investments would enable large enterprises
to develop and foster cutting edge skill sets internally. One SSC representative indicated that
although SSC had inherited 6,450 IT specialists, most departments kept their architects, and
therefore this is an area where SSC needs to increase its internal capacity.
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Participants provided the following comments:
• Architecture is the function that is the integrator between the business and the vendor.
Over the last five to ten years, clients have wanted to hold onto the architecture function to
be able to be directive and prescriptive about solutions. The cloud is now challenging this
position.
• The trend we are seeing today is that a lot of clients are hanging on to client relations and
vendor management functions.
• Architecture changes – once SSC has reached a steady state, it will need service-oriented
architects. Architecture will become a shared role and SSC will need to know what’s
coming.
• SSC will need in-house architects who know policies and architecting for services, as well
as architecture of things and how they interoperate (i.e. optimization of things).
• It’s about optimization of what the platform is. This is a challenge if you’re architecting the
solution.
• To address concerns about lock-in or interoperability, the architecture solution should be
based on open standards.
• A collaborative approach is the only model that makes sense for SSC.
• You will always want the roadmap and standards to be done inside to ensure you get an
unbiased solution and best solution for value; you will want architects with a high level of
understanding to do this.
• SSC should ensure it knows the total cost of ownership.
• SSC will need service-oriented architecture, i.e. architects who can take the solution
through the chain from the client’s perspective and see if it holds together.
• SSC needs to be able to look across the programs and have a deep understanding to
ensure functional interoperability.
Participants were also asked what they think SSC could to do to attract and retain architects, to
be an employer of choice. Participants offered the following:
• Architects want to be challenged, to work with new technology, to create the next
architecture.
• There is no real training program for architects, which is one of the reasons there is a
shortage. SSC needs to create that path and show opportunities not just for the technical
skills but for the soft skills, such as strategic planning and analysis.
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5. Wrap Up
The Chair reiterated some of the key points raised by participants, in particular that we should
not forget the end user from the service perspective.
The Chair then presented the SSAC forward agenda, noting that while the meeting of April 4
had focused on testing the principles, the next meeting, expected in May, would focus on
refining sourcing principles and categorizing some of the specific functions to be in- or
outsourced. Later in June, SSC will communicate SSC’s sourcing strategies across key
functions.
The meeting was adjourned.
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Information Technology Infrastructure Roundtable
Smart Sourcing Advisory Committee
#5
Summary of Discussion
Meeting of February 19, 2013
1. Welcome and Introductions
Gina Rallis, Senior Assistant Deputy Minister, Corporate Services, and Chief Financial Officer of
Shared Services Canada (SSC) and Chair of the IT Infrastructure Roundtable (ITIR) Smart
Sourcing Advisory Committee (SSAC), welcomed participants and thanked them for taking the
time to participate in the SSAC.
Roundtable introductions were made.
2. Context, Objectives and Discussion of Terms of Reference
The SSAC Chair briefly explained the SSAC’s overall objectives and purpose, as well as its
relation to the other advisory committees of the ITIR. The Chair expressed that the goals of this
first meeting of the SSAC focused on initiating a dialogue and developing a preliminary forward
agenda.
The Chair indicated that the SSAC is to serve as consultation with the IT sector on leading
industry smart sourcing practices as well as the direction of SSC. Specifically, the SSAC is to
provide guidance on what functions are integral to be performed within the Department and what
functions may be best suited for an alternative delivery model. As a result, the SSAC is to
consider what core functions and skill sets will be required in the future and how these functions
can best deliver value given SSC’s unique composition.
It was noted that the Professional Institute of the Public Service of Canada will participate in the
SSAC, in addition to their regular meetings with SSC.
The Chair gave a brief overview of the terms of reference for the SSAC indicating that the terms
of reference were developed in an effort to achieve a balance between what SSC has heard
from participants to date in other ITIR advisory committees and what SSC is expecting to be
produced by the SSAC. The Chair then invited participants to provide questions or comments
regarding the SSAC’s terms of reference.
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A discussion related to SSC’s interaction with industry to date and SSC’s broader objectives
ensued, but it was agreed that an official from Industry Canada would be welcome to join the
SSAC.
Of particular focus in the discussion was the SSAC’s role in developing “the rules of
engagement” between SSC and industry. For example, the SSAC could play an early role in
assisting SSC with defining value, core services, public policy objectives, and the constraints
associated with sourcing decisions. In particular, industry representatives stated that the SSAC
could be of benefit if guidelines or frameworks around SSC’s sourcing decisions and practices
were brought to SSAC for discussion.
Furthermore, the discussion touched on how SSC’s sourcing decisions and supply chain
management can affect, and already has created, various market dynamics for certain goods
and services. SSC officials indicated that SSC is undertaking efforts to create certainty for both
the Department as well as industry. Both SSC and industry representatives agreed that the
process of developing standards, outlining constraints and defining value ultimately shapes both
SSC’s sourcing decisions moving forward, and how the market is able to respond to those
decisions.
3. Update on Transformation and Implications for the Smart Sourcing Advisory
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Committee
Benoît Long, Senior Assistant Deputy Minister, Transformation, Service Strategy and Design,
SSC, provided the SSAC with an update on SSC’s transformational projects. Building on
discussions held at the Architecture Framework Advisory Committee, Mr. Long outlined SSC’s
standardization and consolidation efforts to date and the goal of creating a strategic, long-term
growth platform for the Government of Canada. In particular, the importance of standards for the
development of that platform and its scalability and flexibility moving forward was emphasized.
As part of the early stages of the development of those standards, SSC has undertaken an
extensive current state assessment of its operational requirements and capacity. By mapping
before transforming, SSC has already begun to learn how to better utilize existing capacity.
During the presentation, Mr. Long indicated that SSC will be utilizing a consultative multi-stage
procurement process to ensure that these platforms, once developed, are able to be taken to
market and that industry is best positioned to respond.
Following the presentation, the discussion returned to the importance of how SSC defines value
and costs. SSC officials indicated that SSC’s view of value is evolving. To date, SSC has
focused on infrastructure and capacity, but SSC is beginning to integrate the importance of the
safety of systems and of applications. Additionally, participants raised questions and concerns
related to how SSC is defining its returns on investments and the total cost of ownership for the
delivery of a particular service. SSC officials reiterated the importance of industry’s involvement,
35. Shared Services Canada
Smart Sourcing Advisory Committee Summary Report
and possibly the SSAC, in developing those definitions and formulas. SSC officials emphasized
the necessity for precise and accurate information in the development of these models.
Additionally, participants raised questions and concerns regarding small to medium sized
enterprises (SMEs) and their potential contributions to SSC’s transformational projects. SSC
officials stated that SSC has and will continue to ensure engagement and participation of SMEs,
especially in discussions as to how SSC can drive innovation and benefit from it.
4. Next Steps
The Chair thanked members for their participation and asked for comments on the forward
planning for the SSAC and potential topics for future discussion. It was indicated that the next
meeting of the SSAC will be during the last week of March. It was agreed that the next meeting
will focus on the development of key principles, a review of specific cases, and the outcomes
and consequences of the application of those principles to those cases. The Chair requested
that participants provide topics for specific cases in advance of the next meeting. Finally,
participants were reminded that all materials will be posted to the SSC website once they have
been translated and prepared in accessible formats.
The meeting was adjourned.
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