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EDRM # 498362

Information Technology Services


Partners in Excellence

Steven Poole
Chief Executive Officer,
Information Technology Services Branch, PWGSC

OCRI - Ottawa Centre for Research and Innovation

March 5, 2008
Scope of IT Infrastructure in the GC
IT is big business
PWGSC/ITSB providing IT
Services to other GC
FY 2003-04 $4.95B departments – annually
Corporate
now $460M
IT Shared
Administrative
Services
Systems

7% Telecom

Program 16%
Applications
$3B IT Infrastructure –
23% “Utility”
Data Centre
21%
Security &
Architecture Distributed
Computing
2%
31%
Source: Expenditure Review Committee

IT Infrastructure is pervasive and critical to GC Operations


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Current Health of GC IT Infrastructure
Status quo is not sustainable

 Aging workforce, shrinking IT labour pool


– 89K short in Canada, of 600K total, in five years
 Aging infrastructure, too little re-capitalization, not
“Green”
– Rust-out occurring, year end buy process not viable
 Not fully leveraging Industry, inefficient, supply not
consolidated
 Stove-piped duplication, inefficiency - $300-500M/year
– 124 separate networks GC-wide
– 315,000 non-standardized desktops >120 helpdesks
– 144 data centres, 120,000 servers
We are not alone - other Governments and Private Sector action

Opportunity - Grow 3IT Shared Services


Leadership / Partnership
Shared responsibilities and accountabilities
IT Industry:
EA
ND Creating opportunity -
NC
O
NA
VER CTURE Providing IT
G
TIO
N, CHIT
MA SE AR
E
products and
R
O
NSF RPR
I
services to
TRA ENTE • TBS/CIOB: IT Policy and support GC
TBS / CIOB Management Accountability requirements
• Depts/CIOs: Focus on business
Depts /
enablement, process
SELECT / CONSUME
CIOs PARTNER / ALIGN reengineering, building and
operating dept applications – not
running IT infrastructure
PWGSC/ • PWGSC/ITS: Mandate for
IT Services SER O
VICE PERATIO
LIFE N
common and shared services,
CYC AL EXC
LE/T E
AKE LLENCE
UP M
ANA
manages IT infrastructure utility
GEM
ENT

Stakeholder commitment is instrumental in realizing


IT Shared Services
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IT Shared Services Value Proposition
Qualitative and Quantitative Benefits
• Client value focussed
• Produce efficiencies – Spend
smarter
Clients • Focus on core service delivery
programs
re

• Improve services
Ca

ps
d

hi
an

• Privacy & Security standards


rs

En
s
ed

IT
ne

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Ne

en

Se
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rv
• Improve connectivity
m
nt

Pa

ic
ie

ge

ri
pe

e
Cl

s
se

M
ga

ra

an
The • Shape the IT market with
ri

ti
En

Se

ag
on
rp

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rv
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al
Canadian industry
Enterprise
en
i ce enc
En

Ex

t
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ce

• HR Strategy and opportunities


ll

Interoperability framework established


e

Services Enterprise Capability Delivery • Greening Government


Service Life Cycle Management Operations

Transformation will provide GC with government-wide focused, operationally


excellent technology-enabled service channel that will make it a global leader in
industry best practices and source of pride for Canadians
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Where IT Shared Services Fits: ITSB:
Providing a broad
portfolio of IT Products
Privacy / Security and Services to
Government

Departments Apps/Services
• Application and
Information
Enablers Management Enablers
(IM Tools, e-PASS,
Service Brokers)
• Data Centre Services
Servers/ • Distributed Computing
IT Shared Storage Environment
Services
Datacenter • Network Services

Network • IT Security Services

Client Access Devices


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GC IT Shared Services Priority
PWGSC Minister on the Public Record

’’…over the next few years, the Government will focus its efforts
on increasing the proportion of IT shared services… ’’

’’ … we’ve made a commitment to modernize government — to


act as a single enterprise using common approaches and
shared internal services wherever possible rather than as …
separate departments and agencies.”

“As a common service provider to all government departments,


Public Works and Government Services Canada is at the hub of
the government’s management agenda.”
Minister Fortier, GTEC October 23, 2006

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Growing IT Shared Services
We have segments, products and channels

 Product and Services Catalogue


– ITSB’s business growth from catalogue purchases has doubled in last 4
years and is projected to increase by 10% year over year
 IT Accountability Transfers
– Proof of Concept completed (PCO, HC, VAC, PC) + PWGSC
– Accountability Transfers in progress
 Adoption - Creating New Services
– Creating enterprise-wide IT Products and Services to meet the business
needs of the Government of Canada – I.e. Enrolment and Authorization
Services that supports secure Web-based transactions for the key PWGSC
shared services programs
 Partner & Leverage Major Departments
– Managed Desktop Services - DND
– National Network renewal - HRSDC/Service Canada
– Data Centre facilities, management - CRA

$460M Client Services $2.5B GC Shared Services


PWGSC accountabilities8ready to shift as growth
accelerates
IT Shared Services Progress
We are seeing take-up…we have a client orientation
and business-like approach

• Benchmarked Service Excellence


Revenue $000,000’s

500
• Building the infrastructure capacity to
support GC growth
400
• Reengineering Business Intake process –
300
client centric
200
• Developing Product Lifecycle Management
100
Framework - Product Catalogues and
0
Roadmaps
Total with client based Governance
1

7
0

Revenue
• Producing fully Transparent Pricing
/

/
0

6
0

Framework
• ‘Proof of Concept’ successful, Service
Transitions underway

Delivering on partnership initiatives and leveraging


opportunities – combined with TB IT Policy and MAF
will dramatically increase take-up!
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IT Shared Services Delivery Strategy
A partnership approach - not PWGSC alone

Service Integration • Expectations of client take-up


• Capacity On Demand
Catalogue
Service Products • Focus on employees
Transitions
Service
Adoptions

GC IT <$1B
>$1B <$1B >$100M
Business Achieving efficiencies of scale
Volume
Goods, Services • Product Roadmaps
& Labour • Consolidating procurement -
convergence
• Choosing service delivery
partners in a balanced manner
• Adopting best practices &
PWGSC IT $195M values
Business $55M $110M
Volume Telecomm $100M • Government
Distributed Network Data
FY 06/07
Centres IT Security • Industry
Computing Services
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Common Sense IT: Secure Channel Services
Operating as one today – shared infrastructure ($100M/yr)
Previous Environment Current Environment Results
 Each department Provides identification,
implemented their own
  3.4M epasses issued
authentication and authorization
solution, duplicating credentials, providing a secure
 31 depts. with 69 applications
infrastructures, applying and trusted on-line environment epass enabled, forecasting
various levels of security 23.5M transactions for 07/08
and technologies  Aligned to shared services vision
offering:  100+ government
 Protected B information
was not properly secured – Common, fully managed, organizations using a
 There was no guarantee enterprise-wide centralized Certificate
infrastructure services Authority services for internal
that government was really
dealing with the right – Common registration and government business (ICM)
individual authentication components
 4 departments using Secure
There was:  Optional services:

Electronic Forms since March
– Duplication – Help Desk
– Inefficiency 07 launch
– Non-compliance to – Client Implementation
 World class bench-marked
government policies – Secure Electronic Forms
– Help desks in all depts. services
– Multiple service – Electronic Postmark™
 Canada ranked #1 for GOL
contracts

Some Secure Channel Services are now mandatory!


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Common Sense IT:
Network & Telecommunications (<$1B/year)

Current Environment IT Shared Services Implementation Plan


 Over 125 separate Environment  Self-funded throughout
implementation
networks GC-wide - data  Government Enterprise  Implement GEN for Service
and voice Network (GEN) - Single Canada as the first client
 Each department, managed service network for  Service Canada provides
resident in a shared the GC critical mass – 455 sites
office building, is  Single cable into a multi-use nationally
 Potential contract – 15-20
responsible for its own building
cables, wiring, network yrs / >$5B
 Integrated help desks  MOU and Project Charter
and communications: signed
– Duplication  Single 1-800 number for
– Inefficiency citizen, business interactions  Cost Recovery – Revolving
– Costly Fund today – benchmarked
 20% Savings and audited
– Help desks in all – e.g. Service Canada
depts.  Migrate other departments
– Multiple service over time to GEN
contracts
07/08 08/09 08/09 09/10

RFI RFP SC Contract Rollout to GC


Award
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Common Sense IT:
Data Centres (<$1B/year)
Current Environment IT Shared Services Environment Implementation
Plan
Elimination of duplicate products, services and  Initial consolidation of 6
 PWGSC Data Centres 
facilities Data Centres in NCA
support > 40 depts  Improved service delivery and service  CRA a major
 Over 140 data centres management, operational efficiency, partner
across Canada responsiveness, and reduced operational risks  Signed LOIs

 Numerous mainframe  Greening of Government  Construction

computers and over  Enhanced security of GC’s information complete 2011


120,000 servers GC-wide holdings  A foundation to
 Excessive power usage  Strong business continuity capabilities for all consolidate 38
constituents additional Data Centres
 Facilities all operating at in the NCA
capacity and requiring  One virtual data centre nationally (~20  Develop National Data
physical locations)
significant re-capitalization Centre Consolidation
 Operational risks to major  National Capital Area alone down from 53 to strategy
11 data centres Standardize and
GC programs 
virtualize Data Centre
 23% Savings identified by ERC Study
 Inconsistent business services across the GC
continuity capabilities  Migrate other depts over
time to Data Centre
services

Spring 08 Winter 08 Spring 09 Spring 10 Spring 11 Fall 11 Fall 12


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RFP LCA Managed Virtual Data DND ; FAITC CRA PWGSC APDC
DCS contract Centre TBS Finance
PWGSC PDP
Common Sense IT:
Distributed Computing - Desktop Services (>$1B/year)
IT Shared Services
Current Environment Environment Implementation
Leverage industry Plan
 315,000 non -standardized 

desktops (PCs)  “Cost-aware” service delivery approach –


demand discipline  DND major PWGSC
 Wide disparity of service  Standard service bundles partner – MOU
delivery models across GC – Aligned to a worker’s function signed
 Technology-driven demand – – GC wide connectivity
 Partner with
gadget proliferation Delivery treated as managed service -

Industry to deliver
High per unit costs built-in flexibilities and industry
 scalable capacity
benchmarked
 Multiple help desks  A “user pay” model
 Efficient recapitalization
 Buy and refresh technology  Integrated help desks based on service
based on year-end program usage
 Standardized desktops (PCs) that work
budge lapses, poor asset together – share documents  Migrate other depts
management discipline over time to
 Savings - $1-2K per “seat” –325K seats in
GC Desktop solution
Winter07/08 Summer 08 Summer 09 Dec 09

RFI RFP Solution Contract Rollout to


Development Award DND and GC
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How do we get there…
Dec 2007
ITSB: an evolving vision
CLIENTS
Client Focus
Technology PRODUCTS DELIVERY Needs
Enterprise Lifecycle Operational
and Care
Technology Management Excellence

CEO S. Poole
COO CIO Transformation M. Chénier

Business & PLAN BUILD OPERATE


Financial
Office of the Application
Alignment Project Acquisitions ABC Real Property
CIO & Management &
Project Delivery Technology Technology Technology
Small Branches IT Operational
Office Solutions Solutions Solutions
Solutions Services

Business
Planning &
Management Chief Product Service Service Enterprise
Services Technology Management Transitions and Management Partnership
Officer Major Projects & Delivery Management

Fostering Client, Delivery, Employee Values


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GC IT Governance Structure
Client Departments & TBS influence outcomes
Enterprise Stakeholder Engagement PWGSC
Governance Aligned with GC IT Service Lines Governance

GC IT Security
IT IT Security
IT Security
W.G.
Executive
Security IT Security
W.G. Committee
CIO (SCMB) A.P. W.G.

Telecomm Strategic Review


Telecomm Committee
Telecomm A.P.
Telecomm
W.G.
Telecomm
W.G.
(TMB) W.G.
CIMB Dept’
Dept’l IM/IT
DCE Steering
Distributed DCE
A.P.
W.G. DCE
DCE
Committee
W.G.
Computing W.G.
(DCMB)
CIO ITSS
Council Council DCS DCS
Data Centre A.P.
DCS
W.G. DCS
W.G. Branch Executive
(DCSMB) W.G. Committee
Heads of IT
Small Dep’ts
/ Agencies
ITSB Operational
Product & Business Intake
Governance
Services
Executive Review Board
IT Shared Services Committee

• CIO leads policy renewal


Product Mgt Product Business Product
• PWGSC leads implementation Leadership Team Line Mgt Cttee Team

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Convergence of Contracts
Where we are going with Managed Data Centre Services

Today
CGI

MDCS
How GC Benef it s
• Single partner  Single contract
• Shared risk (ITS, partner)  Simplified procurement process
• Elastic long-term contract  Greater opportunity for scalability
• Aligned to IT Shared Services
 Improved interoperability
 User pay
strategy  Resources provided ‘as required’
• Fully-managed services  Department optionality

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ITSB: A people focus
Coping with HR realities:
 Aging workforce, shrinking IT labour pool
– 44% of GC 16,000 from IT community eligible for retirement in 4 years
– 89K short in Canada, of 600K total within in five years
– Canadian universities producing ~8,000 IT graduates/year

Human Resource Strategy


 Integrated HR Strategy for IT Professionals
– Recruitment and retention initiatives
 Maintain strong relationship with Unions
– Ongoing Branch Union-Management consultations
 Workplace of Choice Program
– An employee driven initiative, fully supported by management
– Providing increased opportunities for career progression,
development and growth

Creating a welcoming organization and a dynamic work environment


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Future - Where we are going…

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Discussion
Questions

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EDRM # 498362

Information Technology Services


Partners in Excellence

Steven Poole
Chief Executive Officer,
Information Technology Services Branch, PWGSC

OCRI - Ottawa Centre for Research and Innovation

March 5, 2008