The Modernization of Government of Canada Information Technology Services

Transcription

1 The Modernization of Government of Canada Information Technology Services Wade Daley Chief Technology Officer of the Government of Canada Financial Management Institute of Canada Professional Development Week November 28, 2013

2 The Changing GC Environment The Spring 2010 Auditor General Report on Aging IT Identified a significant risk with aging IT within the GC Canada s Economic Action Plan Directed departments to achieve ongoing savings of $5.2B Sub-Committee on Government Administration (2012) Established to consider proposals on whole-of-government opportunities for improved efficiency and effectiveness The 2013 Budget and Speech from the Throne Confirmed government s intent to return to balanced budgets and to continue to modernize and transform government services 2

3 The Changing IT Landscape Accelerated pace of technology shifts Application and data center consolidation, outsourcing, increased cyber threats, open data, information management, mobile devices (bring your own device), increasing complexity and need for integration Increased focus on business and service expectations Focus on business achievement and innovative solutions Enable change management and solution delivery Culture shift in society and workplace Dramatic increase in use of social media and media vehicles Increasing presence of consumer technology driving expectations from workforce 3

4 GC IT Transformation Agenda Key Messages from the President of the Treasury Board of Canada GTEC 2013 Our Government has been crystal clear; we must modernize the way we do business. This isn t a call to incrementally better our outdated systems, but to leap frog to the forefront of new technology, bringing better service delivery along with us. We must use our collective size to save money, time and resources, ultimately providing Canadians with better services. Great work is being done to modernize our back office, which is made up of thousands of duplicative applications that support administrative functions such as human resources, finance, and Web content. The Transformation Initiative also proves to be a great example of how the government must start thinking like an enterprise. 4

5 The Changing Role of the GC CIO CIO Today Future CIO Focus on technology technical skills and expertise Servant Leader Siloed, program centric approach Innovator and strategic thinker Transformational leader Business partner and enabler Active participant at the DM executive table Provides challenge function The CIOs of tomorrow need to focus much more on innovation, end customers and business growth and much less on IT infrastructure IT World Canada 5

6 Paradigm Shift: From technology specialists to strategic business enablers IT Organizations in the workplace of the future is agile, collaborative and mobile Chief Innovation Officers drive departmental business efficiency and effectiveness using private sector partnerships and innovation powered by IT as a key enterprise enabler Emerging Skills Project management and project cost estimation Strategic sourcing, vendor management and change and relationship management Business analytics and business intelligence Architecture, systems integration, testing, security 6

7 Renewal of IT policy suite to reflect whole-of-government approach IT investment planning at the enterprise and departmental levels Application Portfolio Management (APM) Policies supporting a Cloud First approach Architectural Review Boards to ensure alignment to enterprise direction Renewal of IM/IT Area of Management to measure the state of Information Management and Information Technology in the federal public service 7

8 Innovative external service delivery (better online service) Cyber-authentication online credential replacement project Business identity pilot data.gc.ca Web Renewal 8

9 IT Applications Rationalization Greater value for money where standard processes are optimized for business value Ability to effectively respond to evolving needs, adopt emerging practices and seize further opportunities for savings and/or service optimization Better information for decision-making One Enterprise Business Model One Application Better security One Managed Service Provider One Back Office 9

10 Approach to IT Application Rationalization One standard enterprise application, managed by an Application Management Service (AMS) Departments to transition in waves from their legacy IT applications to the GC standard IT application GC retains design of business process service delivery and end user support as well as functional implementation support to departments GC IT Application will align and evolve with business design changes directed by the GC System Business Owners HR, Finance, The GC will adopt a collaborative procurement approach similar to the Shared Services Canada Transformation Initiative 10

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