An Organization with an IT Focus

1. Shared Services Canada: Engaging Partners and Stakeholders in Transformation Association of Public Sector Information Professionals May 23, 2013Benoît LongSenior Assistant Deputy MinisterTransformation, Service Strategy and Design

2. An Organization with an IT Focus Budget 2011 Re-engineer Standardize Consolidate • Shared Services Canada: • Created on August 4, 2011 • Mandated to deliver email, data centre and network/telecom services to 43 Government of Canada institutions representing 95% of the federal IT infrastructure spending • Budgets, people, assets and contracts transferred to SSC in November 2011 • Full accountability for the infrastructure on April 1, 2012 • Shared Services Canada Act, Royal Assent, June 29, 2012 • Mandate expanded to include procurement of hardware and software, including security software, for end-user devices, April 4, 2013 • Raison d’être • Reduce costs • Improve Security • Maximize Efficiencies • Minimize Risks

3. Shared Services Canada’s Priorities 2013-14 LEVERAGE MAINTAIN RENEW SUPPORT Leverage governance mechanisms and partnerships to mobilize partners on internal change requirements to achieve SSC’s mandate to deliver on IT projects that support Government of Canada operations. Maintain and begin streamlining IT infrastructure, standardize service management to support transformation and enhance security across the Government of Canada enterprise. Support horizontal management within SSC through the effective and efficient delivery of a full range of business services aligned with SSC’s business model. Renew the Government of Canada’s IT infrastructure by launching a single email solution, and by establishing plans for consolidation of data centres and networks. These four priorities will set the parameters for our integrated business planning model that will lead us to our strategic outcome. STRATEGIC OUTCOME Mandated services are delivered in a consolidated and standardized manner to support the delivery of Government of Canada programs and services for Canadians.

4. SSC’s Transformation Initiatives and Schedule January – May 2012 November 2011 June 2013 October 2013 – April 2015 Email Current state Business case and plan Procurement Build and migrate to new service 2012-2013 2014-2020 2013-2014 Data Centres (2012-2020) Migration to new data centres (Multiple waves) Foundational Services Current state, business case, detailed inventory and plans Networks (2012-2020) Inter-building (wide are network [WAN]) Foundational Services Current state, business case, detailed inventory and plans Intra-building (local area network [LAN]) Telecommunication services transformation – data, voice, video and call centre services January – April 2012 2011-12 2013-2014 and ongoing Email Cyber and IT Security Current state Business case and plan Procurement Build and migrate to new service Federal Information Protection Centre (FIPC) Canada Cyber Security Strategy IT Security Incident Recovery Team Supply chain integrity process and infrastructure cyber recall system GC Secret Infrastructure

5. The Government’s current IT infrastructure is complex, costly and vulnerable Building Building Building Building 485 data centres Dept. F: small data centre LAN2 – Dept. B LAN2 – Dept. B Dept. F: small data centre LAN3 – Dept. F Dept. A: small data centre LAN4 – Dept H LAN3 999 LAN6 LAN4000 LAN7 LAN5 – Dept. Q LAN1 – Dept. A 50 wide area networks (WAN) WAN1 WAN 50 WAN2 WAN3 4 000+ local area networks (LAN) LAN6 LAN6 Dept. H: small data centre. Dept. D: small data centre Dept. A: large data centre Dept. Q: small data centre Dept. B: small data centre LAN4 – Dept. H LAN6 Built and managed in silos, the existing web of infrastructure is unreliable, inefficient and difficult to maintain. LAN5 – Dept. Q LAN7 LAN7 LAN7 Building Building Building Building Building

6. The end state is simpler, safer, cost-effective and efficient Allies(+International) Internet Businesses Virtual Private Cloud Canadians Governments GC Network Regional and International Carriers(377 000 users; 3 500+ locations) Public Servants GC Offices Production X Production Y Business Continuity Enterprise Security Sensitive Data Enclaves Development Centre • Separate Development Data Centres for best support of application development • Leading practice to ensure strong segregation of production environment from non-production Geographic Diversity • Data Centres in pairs for high performance • Data Centres in diverse locations for disaster tolerance Development

7. SSC Service Transformation Model Transformative by design 7

8. SSC Transformation Methodology Build Plan Operate Service Strategy Service Transition Service Operations Service Design Step 1: Current/End State Step 2: Requirements Step 4: Build and Test Step 5: Service Delivery Step 3: Solution Design • Current state assessment / inventory people, process & technology • Definition of service & scope • Org Change Mgmt assessment & strategy • Transformation vision & strategy • Plan alignment with partner business cycles and plans • Industry and other government knowledge& experience • Key business enterprise requirements • Partners’ business requirements and user profiles • Policy impacts • Preliminary risk assessment (supported by: security, SoS, etc.) • Gap analysis of current state and target end state requirements • Business Case(s) to support initiatives • Solution design: people, process, technology, architecture, measurement • Sourcing strategy • Procurement of goods and/or services • Service Design Package assembly • Detailed implementation plans across multiple project(s) Impacts to people and culture • Risks and mitigations • Baselined, detailed project plans • Requests for change for new/changed service • Testing strategy, plan & criteria • Training strategy and Plan • Service acceptance sign-off • Project execution in several waves of small projects • Active partner engagement • Manage people through transition • Benefits tracking • Operations support (incident, service request, problem, change) • Service / performance reporting • Frequent recognition of successes • Continual Service Improvement opportunity identification • Org Change Mgmt. Plan • Test Plan • Training Plan • Implementation Plan • Service Acceptance • SA&A Execution • Current State /Inventory • Service(s) definition • Org Chg Strategy & Plan • ConOps • Transformation strategy • End-state vision • Requirements Analysis & Definition • Risk assessment • Business Case(s) • Service Solution & Topology • Transition Plan • Service Mgmt Plan • SA&A Plan • Performance Reports • Benefits Reports • Partner /user satisfaction • IT organization satisfaction Management (enabling services such as HR, Finance and Procurement among others)

9. Stakeholder Engagement SSC works constantly with the ICT sector, the Treasury Board of Canada Secretariat and partner departments/agencies to harness the benefits of a diverse and innovative supplier community, key government initiatives to build a secure, lower-cost, more effective technology platform for the Government of Canada. Key Stakeholders on Solution Design • Communications Security Establishment Canada (CSEC) • TBS SSC IT Standards Committee • Functional Working Groups • Business Requirements • Transition • Operational & Service Management • Information Management Key Stakeholders on Way Forward • Ministers • Industry (Architecture, Innovation, Sourcing) • Inter-departmental Advisory Committee • CIO Council • 43 Partner Departments • Unions Forums / Events Chief Information Officer Council, CIO Forum, Government Technology Exhibition and Conference, Executive Summit, Developing Professionalism in Informatics (DPI), Public Sector Chief Information Officers Council (Canada)

10. IT Infrastructure Roundtable and Advisory Committees

11. Architecture Framework Advisory Committee (AFAC) October 11, 2012 Launch of AFAC Transformation Overview Cloud Computing/Platforms • Converged Communications AFAC meets every 4-6 weeks and has core group of members from ICT industry and SSC. Advisory committee would have minimum of two meetings to develop product for consideration by IT Infrastructure Roundtable and one meeting to finalize product before presentation to IT Infrastructure Roundtable.

12. Partner Dependencies

13. Stakeholder EngagementDefine the Awareness to Adoption Path for the Stakeholders High Adoption/Embracement Level of Commitment Commitment Understanding Awareness Low Level of Involvement/Engagement High Low Stakeholders… • are informed • can understand the context, why the change is occurring & the overall benefits • know where to get more information Stakeholders… • understand the personal impact; their role in the change is more clear • are able to explain the change to others • start to create a bias for action Stakeholders… • demonstrate a willingness to change; begin to take ownership for the change • have a clear understanding of what must change & what they need to do to prepare Stakeholders… • are working & behaving in new ways • have internalized the change and made it part of the fabric of how they do what they do • have taken ownership Benefits begin to be realized What we’re trying to achieve • broad communications, not customized per stakeholder group • one way communication (with feedback vehicle for more information) • e.g., print, e-mail, voicemail intranet/internet • start to leverage relationships • increased level of targeted messaging for specific stakeholders • e.g., Road Shows, Town Halls demos, Q&A, targeted scenarios by stakeholder group • more opportunity for dialogue • consulting, open dialogue, feedback • focus on hands-on, face to-face communications or dialogue • ability to touch & test • e.g., walk-through customized scenarios, involvement in testing, process changes, readiness • ownership no longer with the project • consulting, co-creating • leverage testimonials & change champions to grow momentum • establish a new norm (e.g. use new language, model new culture, etc.) • make it clear that old ways are no longer acceptable • provide support; measure results Possible Approaches

14. Questions ?