Highlights from the 2017-18 Departmental Plans

March 19, 2017

On March 9, Treasury Board President Scott Brison tabled the 2017-18 Departmental Plans on behalf of 84 government departments and agencies.

In addition to providing details about the program priorities for each department and agency, the Departmental Plans also identify priorities for their internal services.

(Departmental Plans replace the former Reports on Plans and Priorities.)

Below are some highlights of interest to the Canadian library and information management community as identified by individual departments and agencies.

Administrative Tribunals Support Service of Canada

Planned results: what we want to achieve this year and beyond

Internal Services

Planning highlights

• Develop and progressively implement a suite of organization-wide policies, approaches, processes, systems and networks in line with Government of Canada frameworks (e.g. GCDOCS);
• Provide advice and support to tribunals on the Web Renewal Initiative (including evolution of tribunal web assets and channels, where appropriate)

Agriculture and Agri-Food Canada

Key risks: things that could affect our ability to achieve plans and results

Information Management and Technology

Information is the cornerstone of a democratic, effective, and accountable government. Therefore, information must be well managed throughout its life cycle, allowing for an effective and responsive government. Stewardship of information and technology is critical in meeting client needs and expectations both internal and external to government.

While focus continues on the standardization and consolidation of information management and technology services and technologies, as well as addressing aging systems this may limit resources and the Department’s ability to meet emerging requirements. A responsive information management and technology environment is key to supporting the work at Agriculture and Agri-Food Canada, and any compromise to this environment could impact the Department’s ability to deliver on its mandate.

Security of Sensitive Assets

Given the surge in cyber security threats and the Department’s need to protect its sensitive assets, there is a risk that these assets could be impacted by cyber threats. The consequences of such breaches could disrupt the work of the Department. Agriculture and Agri-Food Canada will continue to work with partners in the Government of Canada in a concerted effort to address evolving threats and ensure the implementation of appropriate measures.

Risk: Information Management and Technology

There is a risk that the progressive standardization and consolidation of information management and technology services and technologies, as well as the aging systems environment, may impede the delivery of programs and services, as well as the speed in delivering innovative solutions to meet emerging requirements for business efficiencies.

Risk Response Strategy:

• Implement measures to enhance and modernize the information management and technology environment to improve performance and capabilities in essential services.
• Improve the identification and prioritization of investments to address the emerging program requirements and trends in technologies.
• The risks are manageable within existing resources and capacity. They also are considered tolerable given the response strategies being implemented. The response strategies will be monitored to reduce possible threats and will be reported on semi-annually to gauge their effectiveness and to inform priority-setting and decision-making.

Risk: Security of Sensitive Assets

There is a risk that sensitive Agriculture and Agri-Food Canada assets could be impacted by cyber threats, capabilities/controls limitations and/or limited awareness of established procedures.

Risk Response Strategy:

• Expand Agriculture and Agri-Food Canada’s environment to securing classified information and enhance security policy instruments.
• Increase mandatory training and awareness for employees.
• The risks are manageable within existing resources and capacity. They also are considered tolerable given the response strategies being implemented. The response strategies will be monitored to reduce possible threats and will be reported against semi-annually to gauge their effectiveness and to inform priority setting and decision making.

Planned results: what we want to achieve this year and beyond

Internal Services

Service modernization

Improving service delivery is a key departmental management priority. Through its Service Modernization Strategy, the Department supports more timely, client-centric, user-friendly digitally-enabled services and achievement of quality by:

• implementing process improvements to ensure timely delivery of information, programs and services;
• employing a greater variety of tools to solicit external client feedback to program policy, design and delivery, and service improvement;
• leveraging digital technology to improve ease of use and access to program and services across service channels (phone, web); and
• using business intelligence tools that support better decision making and focus attention on achieving the best outcomes for the agricultural sector.

Information Management and Information Technology

In 2017–18, Agriculture and Agri-Food Canada will adopt a service strategy that delivers more online services to Canadians, and will continue to advance the release of data and information resources for accessibility and reusability by the public. The Department will also continue to support the implementation of Government of Canada enterprise solutions.

The Department’s Information Management and Information Technology Strategic Plan will be implemented to modernize systems, tools and improve business efficiencies. This includes enhancing data management to strengthen decision making and results measurements.

Blueprint 2020

Agriculture and Agri-Food Canada’s Blueprint 2020 activities support Public Service Renewal and the Government of Canada’s Results Agenda to continuously improve delivery of programs and services. The Department’s Sowing Seeds of Possibilities ‒ Public Service Renewal 2016 Report showcases the significant actions undertaken which include over 300 employees participating in interactive workshops to strengthen leadership at all levels. As well, a third process improvement training course was initiated with participants from nearly all Branches.

The Report will be used as a tool to continue the Blueprint 2020 dialogue with employees to further strengthen our leadership and continuous improvement cultures to better serve Canadians.

Additional examples of Lean processes within the Department include:

Streamlining the Access to Information process

Under the Access to Information Act, the Department is obliged to respond to an Access to Information request within 30 calendar days. Should additional time be required to complete it, the requestor is notified accordingly.

Through process mapping, a departmental Lean facilitator identified the opportunity to:

1. enhance the clarity of requests at the outset;
2. reduce the number and level of approvals;
3. improve the level of knowledge by providing training about Access to Information; and
4. decrease the administrative burden for simple requests.

With the implementation of improvements to these areas, it is expected that the process time will be reduced by more than 15% (for example, a request which requires an extension beyond the normal 30 days and takes, on average, 67.63 days to complete, is expected to now be handled in 56.63 days, an 11-day gain in efficiency). The implementation of this lean process has helped increase efficiency while ensuring the appropriate level of scrutiny regarding confidential and sensitive information.

Atlantic Canada Opportunities Agency

Planned results: what we want to achieve this year and beyond

Internal Services

Planning Highlights:

ACOA will support the Government of Canada’s plan for an open and fair government by implementing Year 2 measures outlined in its Open Government Implementation Plan, and by seeking employee engagement in effective information management practices.

Canada Revenue Agency

Planned results: what we want to achieve this year and beyond

Tax

Providing timely and accurate information

The CRA strives to provide taxpayers with the accurate and timely information they need through its website, social media, written communication, and call centres. The CRA is making it easier for individuals and businesses to access the information they need, providing them with early certainty to help manage their tax affairs with greater confidence and comply with Canada’s tax laws.

In developing its service improvement initiatives, the CRA took into account Treasury Board Secretariat’s Policy on Service and that policy’s requirements on such matters as real time service delivery performance.

Digital communication

The CRA website is the mainstay of our communication efforts. There are more than 180 million visits to www.cra-arc.gc.ca every year to find information, forms, and answers to tax-related questions.

We are active in the government-wide Web Renewal Initiative, which will make all CRA website content available on Canada.ca in 2018. Once complete, Canadians will be able to easily find tax and benefit information.

Canadians also seek information online through videos on the CRA’s branded YouTube channel and through messages from the Agency’s Twitter account @CanRevAgency. Recognizing the increasing importance of social media, the CRA will develop and implement a social media strategy to prioritize digital media for Canadians who favour these forms of communication.

Planning highlights:

To provide timely information over the planning period, the CRA will:

• implement a strategy to modernize the Agency’s online presence and expand the use of social media
• migrate the CRA webpages to Canada.ca by 2018

Internal Services

Integrity and Security

The CRA recognizes the importance of maintaining Canadians’ trust and is committed to protecting the data we receive. The CRA has one of the largest and most sophisticated information technology environments within the Government of Canada. In the face of ever-evolving security threats, the protection of taxpayer information and the security of the Agency’s electronic services are always paramount.

The CRA’s Agency Security Plan outlines the way we will continue to enhance our protection of taxpayer data from inappropriate access and from increasingly complex security and cyber threats. Several multi-year projects are underway to continue to evolve the protection of the Agency’s data, technology, and physical assets. For example, the Agency will continue to advance its Application Sustainability Program to make sure its systems remain stable and to protect the integrity of the tax base and the systems delivering benefit services.

Canadians expect CRA employees will perform their duties with the utmost integrity. The CRA’s computer systems are designed to protect personal information. The Agency has in place, and is continually evolving and developing, tools and methodologies to prevent, detect, and mitigate unauthorized access and information misuse. To this end, the CRA will continue to enhance its audit trail monitoring process to track, identify, and quickly verify that taxpayer information is accessed by employees only as necessary.

Our integrity is also evident in the extent to which Canadians view the CRA as open and transparent. By making data available to other government agencies and departments, academics, and the public while protecting taxpayer information, we inform public debate and public policy. Where permitted by law, the CRA proactively makes information, such as a selection of its manuals, public. The Agency also participates in the Access to Information and Privacy (ATIP) Online Request Portal to provide Canadians with timely access to their personal information held by government.

Planning highlights

The CRA will:

• centralize and standardize the provisioning and tracking of end-user and privileged-user accounts with the completion of Phase 4 of the Identity and Access Management project in June 2017
• improve proactive analysis of user actions on CRA systems in 2018
• complete the Data Security Initiative in 2019
• develop new capabilities in 2017, including the development of fraud risk test case scenarios, to proactively detect internal fraud and information misuse
• participate in consultations aimed at proposing legislative changes to the Access to Information Act

Canadian Environmental Assessment Agency

Planned results: What we want to achieve this year and beyond

Internal Services

In support of delivering effective and timely professional support, the Agency will:

• Increase the Agency’s ability to be “digital by default” in communicating with Canadians, increasing transparency and modernizing our communications approach. Expanding the availability of EA-related information online and creating digital tools will facilitate the engagement of Canadians, including the public, Indigenous Peoples and key stakeholders in the EA process. These steps respond to the Open Government initiative to create greater transparency and strengthen democracy.
• Roll out Phase II of the Agency’s new Environmental Assessment Management System (EAMS) in partnership with Public Services and Procurement Canada, using the Shared Case Management System of the Government of Canada. EAMS tracks EA issues, ensures recipients receive their participant funding allocations, and monitors the progress of EAs through a single application. In addition, the Agency will initiate development of Phase III to enhance digital public participation in the EA process. Each phase of system integration enables the Agency to better respond to its legislative and operational needs.
• The transition to GCDOCS, the Government of Canada’s shared Information Management System is expected to be completed by 2017–18. This migration is a key aspect of the Agency’s information management and open government strategy. As such, the Agency will continue training to ensure employees know how to optimize this system and the Agency’s Information Management classification plan.

The internal services program is adopting new approaches by implementing innovative government tools such as such as MyGCHR, GCDOCs and EAMS.

Canadian Food Inspection Agency

Planned results: What we want to achieve this year and beyond

Internal Services

Service Delivery

In 2017-18, the CFIA will also implement Phase 2, of its e-Retrieval initiative. This initiative will optimize access to information services within the Agency by digitizing the information. As a result, we will operate more efficiently and reduce the costs for retrieving information in response to access to information requests.

Web Renewal

The Government of Canada Web Renewal Initiative is a government-wide priority. Canada.ca features 15 user-centred themes based on the top information and tasks that visitors are looking for. Over a period of three years, approximately 1,500 individual websites will be brought together under Canada.ca to make it easier for Canadians to find information.

The Agency is in Stream 3 of the web renewal process. The CFIA will join this initiative in 2017, at a time to be determined by the Treasury Board of Canada Secretariat. In 2017-18 the CFIA will continue to ensure content is ready to move over to Canada.ca.

Open Government

The CFIA’s transparency agenda is part of the CFIA’s ongoing transformation to be a more service-oriented, responsive and accountable organization. We are aligning with the new requirements under Open Government and the organizational changes under Agency Transformation.

In 2017-18 the CFIA will review its own experience and its key considerations to develop an approach for its next phase of the transparency agenda by doing the following:

• developing a framework to give Canadians free access to more information.
• consulting with stakeholders on the CFIA approach to transparency and Open Government.
• continuing the activities under the Open Government Implementation Plan

Information Management and Information Technology

The CFIA is currently modernizing more than it ever has since its creation. Among our many initiatives for change, the CFIA is moving to a “digital by default” approach for communicating with Canadians. We will achieve this by using web and social media strategies for communicating our messages to Canadians. We will also fulfil our commitment to deliver an Improved Food Inspection Model and a new Electronic Service Delivery Platform.

The electronic platform will standardize and automate business processes, make the use of resources more efficient and strengthen trade by using electronic signatures on export certificates and import permits. The Electronic Service Delivery Platform project will make it possible for us to provide services on-line. It will also help us to plan, track and assign activities, and will improve business reporting.

In order to support the Government of Canada’s direction to standardize and consolidate its activities, the Agency is moving to common administrative service platforms. The platforms are shared by all Government of Canada partners for common services, including email, document management, human resources management, financial management and the web. Moving to a common platform will eliminate redundancy, improve operations, and increase collaboration. Currently, the CFIA is involved in working on the following changes: planning and implementing an upgrade to PeopleSoft, moving from our current document management system called RDIMS to the common Government of Canada document management system called GCDOCS, moving from GroupWise to Microsoft Outlook, and moving its website to Canada.ca.

Canadian Heritage

Planned results: what we want to achieve in 2017–18 and beyond

Program 1.2: Cultural Industries

In 2017–18, the Cultural Industries Program will continue to work with partners across Canada and will undertake the following key initiatives:

• Respond to the consultations on “Canadian Content in a Digital World.”
  • In 2016 Canadians were invited to join the conversation and have their say on how to strengthen the creation, discovery and export of Canadian content in a digital world. More than 30,000 Canadians demonstrated an interest in the #DigiCanCon consultations through various platforms, including in-person events, the Web portal and social media engagement. In 2017–18 the Department will use the results of this consultation to examine the federal government’s current cultural policy toolkit.

• Lay the groundwork for Canada as the Guest of Honor Country at the 2020 Frankfurt Book Fair.

  • In October 2016, the Minister of Canadian Heritage announced that Canada would be the Guest of Honor Country at the 2020 Fair. The Department will coordinate Canadian cultural programming in Frankfurt, including during the Fair and throughout Germany.

• Support activities to showcase Canada’s cultural industries to the world, and to enhance key activities.

  • Budget 2016 added $2.075 million to the Canada Music Fund and $0.5 million to the Canada Book Fund (2016−17 and 2017−18). The additional resources will be applied to pre-existing projects to enhance key projects and to support further reach into foreign markets, the career development of artists in targeted areas, and increased participation of book publishers at major events. These investments will also enable Canadian artists and authors to improve their visibility, develop professional contacts in international markets, and reach new audiences. This incremental funding, through the Canada Music Fund, will also contribute to promote key projects in the context of the Canada 150 international celebrations.
• Engage with domestic and international stakeholders and prepare information and policy options as groundwork for a statutory Parliamentary review of the Copyright Act in 2017–18, in collaboration with Innovation, Science, and Economic Development Canada.
• Evaluations of the Canada Media Fund and of the Canada Periodical Fund were completed in 2015–16. Among other priorities, in the next year, the programs will place emphasis on implementing the outstanding recommendations to address areas for improvement.

Program 1.3: Heritage

The Heritage Program will undertake the following initiatives in 2017–18:

• In support of the Canada 150 celebrations, give special consideration to museums celebrating significant moments that have contributed to the history of our country.
• Special conservation projects will continue to be undertaken by the Canadian Conservation Institute, with an emphasis on projects that support the Canada 150 celebrations.
• The Canadian Heritage Information Network will explore how access to Canada’s cultural heritage collections can be broadened through Linked Data.
• Advance projects that support the preservation, presentation, and management of Canada’s Indigenous cultural heritage and foster Indigenous employment opportunities in the heritage fields through the Museums Assistance Program and the Young Canada Works – Heritage Program.
• Continue to work closely with Employment and Social Development Canada to help prepare the next generation of Canadians working in the heritage sector.
• The Canadian Conservation Institute will assist in the conservation of the Centre Block’s heritage assets as part of the renovation beginning in 2018.
• Draw on lessons learned through the Linked Data demonstration project, “150 Years of Canadian Art” to guide the next phase of the modernization of Artefacts Canada, the national inventory of museum objects.

An evaluation of the Canada Travelling Exhibitions Indemnification Program was completed in 2016–17. Among other priorities, in the next year, the program will place emphasis implementing the two recommendations to address areas for improvement.

Evaluations of the Young Canada Works Program, the Museums Assistance Program, and the Movable Cultural Property Program were completed in 2015–16. Among other priorities, in the next year, the programs will continue to place emphasis on implementing the recommendations to address areas for improvement.

Internal Services

The Internal Services will undertake the following key initiatives in 2017–18:

• Support Departmental investments in the areas of information technology, data visualisation and reporting while ensuring value for money and security compliance.

Canadian Human Rights Commission

Planned results: What we want to achieve this year and beyond

Internal Services

At the same time, and as previously stated in this plan, the Commission requires a modernized Information Technology infrastructure. The way we serve Canadians is antiquated and it is putting human rights at risk. We need a modern, sustainable and adaptable system that allows Canadians to access human rights justice through multiple access points. The modernized system will also support Commission employees’ efforts to work smarter and solve problems more effectively by facilitating engagement, collaboration, information sharing, and innovation. In 2017–18, the Commission will continue to use available resources to begin modernizing our Information Technology infrastructure and develop and implement the electronic submission of human rights complaints. We want to improve client privacy and personal information by protecting the organization from cyber and other emerging threats. We also want to better equip Commission staff with new tools and mobile technology.

Canadian Nuclear Safety Commission

Planned results: What we want to achieve this year and beyond

Internal Services

• Enhance digital recordkeeping and information use and sharing practices across the CNSC and support ongoing compliance with Government of Canada information management policy and directives (2017‒18)
• Continue to work with Shared Services Canada and other government departments toward centralized information management and IT service delivery of mandated capabilities (2016‒19)

Canadian Radio-television and Telecommunications Commission

Planned results: What we want to achieve this year and beyond

Internal Services

The CRTC will continue to collect relevant data from the communication industry and improve online filing of broadcasting and telecommunications data. It will continue to analyze and make available reliable data on the communication industry for its internal processes, its partners and Canadians. In addition, it will maintain its compliance with the Government of Canada’s Directive on Open Government and launch additional datasets on the Government of Canada’s Open Data Portal. These initiatives contribute to making more information available to enhance evidence-based policy-making.

Canadian Space Agency

Planned results: What we want to achieve this year and beyond

Internal Services

In order to ensure modern, efficient and relevant delivery of internal services, the CSA will continue integrating renewal initiatives for the public service in strategic and operational plans to create a streamlined and efficient organization that will shape the CSA’s future and allow it to meet the challenges ahead. In particular the CSA will:

• continue with the implementation of its three-year information management strategy and information technology plan including the governmental transformation initiatives and projects. This strategy aims to effectively and efficiently manage all information resources of business value, and the organization’s IT applications according to their criticality and their life cycle in order to support the CSA’s mandate;

Correctional Service of Canada

Planned results: What we want to achieve this year and beyond

Internal Services

In alignment with the GoC IT Strategic Plan and influencing IM/IT industry trends, CSC will transform its Information Management Services (IMS) to create new enterprise value, achieve operational excellence, and develop a talent management strategy to guide a multi-year transformation.

IMS’ continued support of day-to-day run activities includes the effective management of all critical applications and their system availability. IMS will effectively manage all of CSC’s applications to reduce unnecessary applications, freeing up money for CSC to invest in more flexible applications that better serve its mandate and operational needs. IMS will grow its capabilities, such as strengthening the project management discipline to ensure delivery of critical in-flight projects (e.g., GCDocs).

Courts Administration Service

Plans at a glance

Courts and Registry Management System: Provide an enabling, modern and fully integrated information technology (IT) environment supportive of the requirements of a modern Courts and Registry Management System (CRMS).

The implementation of a new CRMS within three years is critical to address the risk of failure of current legacy systems, potential IT security threats and interruption of court operations. Current legacy systems offer limited functionality and necessitate inefficient workarounds and time consuming paper-based processes. In addition, an assessment of the risks associated with the continued operations of these systems identified important issues to be addressed. As such, CAS will continue to seek funding for the new CRMS, which would be implemented in two phases with modules developed and released iteratively over a three-year period.

The new CRMS would facilitate electronic filing of court documents and automate processes driven by court rules and procedures. It would also facilitate more efficient scheduling of hearings and courtrooms, electronic generation of correspondence to litigants and legal professionals, and timely publication of court decisions. Court records including filed and scanned documents, digital audio and video recordings of hearings, records of proceedings, notices and decisions would be managed more efficiently and be more readily accessible. The ensuing significant decrease of paper-based processes would represent savings for litigants, including other departments, and support more efficient court operations and the reduction of the environmental footprint. This system would also significantly improve the efficacy of compiling and reporting performance measures, statistics and business analytics needed for the efficient functioning of the courts.

Information Management: Adopt and implement the required systems, tools and practices for the effective management, sharing and use of information and records to support program and service delivery.

As with the prior year, CAS will continue to ensure proper alignment of information management with modern principles, practices and standards. In order to improve its overall operations, CAS needs to adopt and implement a document management system which will act as a central repository to create, store and manage information resources of business value. The system will support program and service delivery; inform decision-making; ensure accountability, transparency and collaboration; and facilitate access to information and records. In addition, system generated reports will help CAS develop evidence-based performance indicators and demonstrate results to the public and decision makers while supporting openness, transparency and access to justice. In 2017–18, CAS will invest in acquiring and pilot testing a document management system to help streamline and automate document processing and convert files into electronic format.

Key risks: things that could affect our ability to achieve our plans and results

Court and Registry Management System – there is a risk that the system applications will be unable to meet the current and evolving requirements of the courts and CAS.

This risk is driven in part by the need to support the transition to electronic courts; the incompatibility of existing legacy court case management systems with evolving technology; the growing demand for access to modern technology in conducting business with the courts; and the results of an assessment of the CAS network, infrastructure and computing environment.

In 2017–18, CAS will continue to seek funding to invest in a new Courts and Registry Management System (CRMS) and will strive to balance the essential maintenance of legacy systems with investments in new systems. Emphasis will also be placed on improving IT infrastructure stability and the overall system reliability and security, as well as investing in key IT support systems. CAS will continue to implement its five-year IT Infrastructure Management Plan to address risks associated with rust-out and deficiencies, introduce court technology and establish a solid foundation for the implementation of a modern CRMS. Substantial investments will be required to manage this risk.

Information Management – There is a risk of loss of hard copy and digital records.

This risk is driven by the changing and complex business environment; the need to improve the efficiency of business processes; the two distinct governance structures for information management – for CAS and for the courts; the need to implement a modern classification system for CAS; regulatory requirements; the demand for new services and technological solutions; and the growing volume of documents.

To mitigate this risk, CAS will acquire a document management system and implement it in a phased approach. The system will act as a central repository to create, store and manage CAS information resources of business value. It will inform decision-making; facilitate accountability, transparency and collaboration; enable a reduced reliance on paper; and ensure access to information and records. Given that existing court records have nearly exhausted CAS’s record storage capacity, CAS will also continue to seek additional suitable space to store and archive court records.

Planned results: what we want to achieve this year and beyond

Program 1.1: Judicial Services

In 2017–18, Judicial Services will continue to provide key strategic management and legal advice to the four Chief Justices and other members of the courts. Special focus will be placed on seeking funding for, and implementing a new Courts and Registry Management System (CRMS) in support of e-court services. The new CRMS would provide invaluable support for the court operations and help eliminate the present unproductive cost of duplication. The ensuing significant decrease of paper-based processes would represent savings for litigants, including other departments, and improve access to information by the itinerant courts, resulting in more efficient court operations and a reduction of the environmental footprint.

Program 1.2: Registry Services

Work will also be done towards securing the funding for the implementation of a new Courts and Registry Management System. The new system is expected to eliminate inefficiencies, reduce paper footprint, make information and documents more readily available, and provide relevant data to understand trends in service use and court operations. These improvements would in turn enable registry staff to provide additional and value added support to litigants, including self-represented litigants who typically require more assistance navigating the legal system than lawyers.

The efficient and timely functioning of the justice system would be substantially aided by a modern CRMS which would in turn, enable CAS to develop more effective performance indicators to ensure it is effectively responding to the requirements of the courts and CAS. The collection, analysis and maintenance of performance information would strengthen management practices, improve organizational performance and promote transparency.

Internal Services

During the period covered by this report, CAS will continue to adapt its document classification system and retention schedule, which will serve as a comprehensive framework for creating, storing, maintaining, managing and disposing the organization’s information resources of business value. Investments will also be made to acquire and pilot test a new document management system which will support CAS’s contribution to government-wide transformation initiatives – including Blueprint 2020, the Treasury Board Policy on Results, the Treasury Board Policy on Service and back-office transformation. It will also allow CAS to collect data and generate reports that are essential to develop evidence-based performance indicators and to demonstrate results to the public and decision makers – supporting greater openness, transparency and access to justice.

Department of Finance Canada

Planned results: What we want to achieve this year and beyond

Internal Services

Modernize information management and information technology tools and strengthen infrastructure and information security

The Department will continue to implement solutions to modernize information management (IM) and information technology (IT) tools to enhance business effectiveness, collaboration and mobility. The Department will work to minimize implementation risks and the impacts on departmental operations. The Department will continue to strengthen IM practices, in partnership with enterprise service organizations, by building on existing tools and using government‑wide electronic systems. The Department will also support the implementation of government‑wide modernization and transformation activities in the areas of IM and IT, including departmental commitments to the action plan on Open Government. In partnership with Shared Services Canada, the Department will continue to enhance its IT infrastructure to ensure a stable IT network and effective protection of information assets.

Department of Justice Canada

Planned results: What we want to achieve this year and beyond

Internal Services

In support of enhanced and engaged communications, Justice Canada will continue transitioning toward a digital-by-design approach to efficiently and effectively deliver communications services to the Department, to government partners, and to Canadians. This includes employing analytics to drive operations and inform decision-making and to offer integrated content across multiple channels in order to meet the broad range of Canadians’ information needs.

Through the realization of its Information@Justice Strategy, the Department will transform its information management practices by adopting a digital standard and improving the sharing of information through the implementation of the Department-wide Digital Workspace. Justice will support Open Government by creating a culture of open and shared information by default. In addition, the Justice Legal Case Management solution will provide a modern and agile system that aligns with Government of Canada information technology standards. Justice Canada will support the various Government of Canada Information Management/Information Technology initiatives, including those for cyber-security, email transformation and telecommunications.

Employment and Social Development Canada

Plans at a glance

Priority 5: Develop and implement digital tools and automate processes wherever possible across all Employment and Social Development Canada services so Canadians have timely, accurate and responsive access to the information they need and can access all services using digital self-service

Planned initiatives

• Develop identity and access management processes to improve online services while protecting the privacy of Canadians
• Continue the migration of content and Government of Canada websites to Canada.ca

Priority 8: Ensure clients are notified of potential services for which they are eligible and are auto-enrolled where applicable

Planned initiatives

• Leverage Open Data as a means to improve service delivery

Key risks: Things that could affect our ability to achieve our plans and results

Risk: There is a risk that ESDC’s personal and sensitive information may be inadvertently or inappropriately accessed, used, disclosed and/or disposed of by employees or third parties.

Risk response strategy:

• Review current privacy and security practices to ensure that personal and sensitive information is appropriately protected
• Employee training on the proper handling of sensitive information
• Implement a broader strategy for managing personal/sensitive information
• Optimize the usage of data; in particular, appointment of first Chief Data Officer to improve management and use of data assets

Risk: There is a risk that current information management and tools, procedures and practices do not keep pace with the growth of, and increased demand for, electronic information, resulting in difficulties finding and accessing information, incomplete or untimely intelligence, and duplication of work to support senior management decision-making.

Risk response strategy:

• Further the Information Technology Security Program (2013–17) to manage information
• Develop and implement a records retention and disposition strategy
• Plan and implement GCDOCS

Planned results: What we want to achieve this year and beyond

Program 1.1: Service Network Supporting Government Departments

Web renewal

In 2017–18, ESDC, in its role as principal publisher for the Government of Canada, will continue to work in conjunction with Treasury Board Secretariat to migrate priority content and websites to Canada.ca. Ongoing operational support for the Social Media Account Management Solution (SMAMS) will continue with regular webinars and information sessions to ensure institutions are leveraging the full capabilities of the functionality within the SMAMS.

Now that it has moved its programs and services web content to Canada.ca, ESDC will continue to optimize its quality throughout 2017–18 in support of the Service Strategy and related service improvement initiatives.

Internal Services

Manage information and data to ensure their usability and accessibility

Integrate Open Government considerations, including Open Data, into policy, program and service delivery design.

• In 2017–18, ESDC will work to:
  • integrate Open Government considerations into policy, program and service delivery design;
  • develop and begin implementing an enterprise-wide data vision and strategy for ESDC to build departmental data assets and optimize their use; and
  • pursue pilot projects that demonstrate the potential to maximize the value of data at the enterprise level through effective use of data governance and analytics.
• The Government of Canada’s approach in the new Biennial Plan to the Open Government Partnership for 2016–18 is structured into four priority areas: open by default (includes both data and information); fiscal transparency; innovation, prosperity and sustainable development; and engaging Canadians and the world. ESDC will publish a departmental data inventory and meet TBS-set performance indicators for managing data and information.
• Implement GCDOCS, an information management repository, within ESDC to ensure the effective management of information.
• ESDC will support proactive privacy-by-design in policies, programs and service delivery; continue to facilitate a risk-based approach to privacy management; support modernization of privacy service delivery; and enhance privacy monitoring and reporting and develop a privacy analysis framework to support privacy compliance and risk.
• ESDC will keep abreast of and influence developments on the Access to Information Act review through continued support and collaboration with Treasury Board Secretariat and the Government. In addition, the Department will continue to provide strategic advice and support on Privacy Act reform.

Environment and Climate Change Canada

Planned results: what we want to achieve this year and beyond

Internal Services

• Exploring the use of new mediums to continue providing Canadians with timely, accurate, open and relevant information related to progress against our mandate and key departmental priorities.
• Supporting federal initiatives to advance transformation, such as Open Data and the Federal Geospatial Platform.

Federal Economic Development Agency for Southern Ontario

Key risks: things that could affect our ability to achieve our plans and results

FedDev Ontario relies on other departments for the provision of key information technology systems and infrastructure. This situation creates a risk that IT systems and infrastructure may be insufficiently integrated or adaptable to support client/user needs and program/business processes affecting the Agency’s ability to maximize its organizational efficiency, the quality of its decision-making and the effectiveness of stakeholder interventions. To mitigate this risk, FedDev Ontario undertakes a number of measures, including managing Recordkeeping and Open Government Implementation Plans to contribute to effective information management practices, collaborating with federal partners on the development of enterprise solutions and continuing to evaluate service delivery models to effectively support the Agency’s mandate.

Risk: Managing Information

Risk response strategy:

• Continue to work collaboratively across the Agency to ensure business needs are adequately supported through existing IT infrastructure and systems
• Collaborate with federal partners on the development of an Enterprise Grants and Contributions Solution, subject to financial resource considerations, while moving forward with implementation of an RDA-wide Grants and Contributions Program Management System
• Examine resourcing solutions to build capacity for researching and implementing systems conducive to effective information sharing and management
• Continue to manage Recordkeeping and Open Government Implementation Plans to contribute to effective information management practices, reflected through improvements in our Management Accountability Framework scores for Information Management
• Ensure information for decision-making is disseminated in a timely manner and is quickly accessible for all employees

Planned results: what we want to achieve this year and beyond

Internal Services

As a member of the Innovation, Science and Economic Development (ISED) portfolio, FedDev Ontario will work closely with the Minister’s office to support the achievement of Ministerial mandate and Government priorities, including Canada’s Innovation Agenda, the Open Government initiative and enterprise-wide systems. The Agency will also continue its work with fellow regional development agencies to develop a modern Grants and Contributions Program Management System to support the delivery of programming to Canadians.

Fisheries and Oceans Canada

Planned results: what we want to achieve this year and beyond

Internal Services

As the GC continues to move forward with its Information Technology Transformation Agenda, DFO will ensure the alignment of departmental Information Management/Information Technology (IM/IT) investments with GC IM/IT transformation initiatives through departmental IM/IT governance. These include initiatives, such as implementing the Directive on Open Government, preparing for the implementation of the GC’s Electronic Document Records Management Enterprise Solution (GCDocs) in 2017-18, and streamlining and consolidating the Department’s portfolio of applications. The Department’s progress on many GC transformation initiatives depends, however, on Shared Services Canada service delivery which introduces an element of risk that is outside of the control of the Department.

Global Affairs Canada

Planned Results

Internal Services

The department will maintain a robust, cost-effective and secure IM/IT foundation in Canada and abroad in close collaboration with Shared Services Canada and other departments. Through the Digital Department 2020 initiative, the IM/IT function will continue to improve its services and transform into a strategic partner for all departmental business lines. The department will continue to contribute to, and adopt, various Government of Canada-wide IM/IT initiatives, such as the electronic document management system, GCDocs, while delivering new and updated IT solutions and services for Global Affairs Canada business lines.

Canada’s international engagement achievements and priorities will be effectively communicated to Canadian and international audiences, including for the 150th anniversary of Canada’s Confederation. Digital media and platforms will be the primary means used to connect and interact with the public, supported by other communications channels to meet the diverse information needs of the public within Canada and internationally. Global Affairs Canada’s web presence worldwide, including pages for each of Canada’s missions abroad, will be standardized, making them easier for Canadians to navigate. The department will also provide easier access to high quality open data about its activities, including by improving the International Development Project Browser. Delivery on Open Government’s commitment to transparency and accountability on government programs will be supported.

Indigenous and Northern Affairs Canada

Plans at a glance

Implementing the Truth and Reconciliation Commission’s calls to action

As lead Department, Indigenous and Northern Affairs Canada (INAC) will continue working with federal partners to coordinate and monitor the implementation of the Truth and Reconciliation Commission’s Calls to Action. In 2017–2018, INAC will set up an Interim Board of Directors to make recommendations on the creation of a permanent National Council for Reconciliation. The Interim Board will start an engagement process to develop recommendations on the Council’s scope and mandate, including its role in monitoring implementation of the Calls to Action.

Reforming First Nations child and family services (including Jordan’s Principle)

Indigenous children remain significantly over-represented in care. The Canadian Human Rights Tribunal ruled on January 26, 2016 that the provision of First Nations child and family services by INAC is inequitable and discriminatory. Budget 2016 committed to invest $634.8 million in these services over five years and $176.8 million on an ongoing basis. To determine further reforms for the program, in 2017–2018 INAC will continue to work with a wide range of First Nation and other partners through various engagement activities. These include working with a National Advisory Committee; holding regional tripartite discussions; and obtaining input from Canadians through an online survey to support the development of practical reform options to meet the needs of First Nations children and families. Canada has also adopted a new approach to Jordan’s Principle in 2016, removing the requirement that a child have multiple disabilities requiring multiple service providers. Jordan’s Principle applies to all First Nations children. In addition to the full implementation of Jordan’s Principle, Canada has implemented several child first initiatives to improve the health care and social services for First Nations children, supported by up to $382.5 million in new investments over three years.

Improving primary and secondary education for First Nation children

Following Budget 2016, which provided unprecedented investments to help on-reserve First Nation children obtain a quality education, INAC will continue to work with the Assembly of First Nations and other First Nation organizations to jointly implement an engagement process that will determine the way forward for supporting First Nations control of First Nations education. In 2017–2018, INAC will formally engage with First Nations in different regions through a series of leadership dialogue events. Building on the work of technical task teams initiated in January 2017, as well as on other engagement activities, this leadership dialogue will seek to validate regional priorities for reforming First Nation education and improving student outcomes. In 2016–2017, the program worked with the Manitoba First Nations Education Resource Centre to create a First Nation-controlled, school board-type system — the first of its kind in Canada — which will commence operations in September 2017. Similar discussions in other jurisdictions will continue in 2017–2018.

Promoting Indigenous languages and cultures

The unilateral imposition of provincial/territorial education regimes and policies in Indigenous schools remains a barrier to the successful education of Indigenous children. To ensure Indigenous culture is part of school curricula, INAC will continue to invest in language and cultural programming in 2017–2018. This programming recognizes the unique circumstances and needs of First Nation children and will enrich the classroom experience.

Planned results: what we want to achieve this year and beyond

Program 1.1: Governance and Institutions of Government

To support the government’s commitment to implement the Truth and Reconciliation Commission’s Calls to Action, the Department is providing Indigenous Community Development training. This aligns with the 57 Calls to Action item stressing the need to provide intercultural competency training to Government of Canada employees, including training on the history of Indigenous Peoples. It also aligns with aspects of the United Nations Declaration of the Rights of Indigenous peoples. Participants are expected not just to improve their cultural competence but to also instill the principles of the Community Development and Capacity Building Framework which has been jointly adopted by INAC and Health Canada. The Framework is a strength-based, community centered approach to supporting development.

Program 2.1: Education

In the next year, the Education Program will continue to deliver significant new investments ($2.6 billion over five years) the Government of Canada has made for First Nations education while engaging with First Nations, other Indigenous organizations, provincial and territorial governments, and other stakeholders to achieve meaningful long-term gains in Indigenous education outcomes.

These investments help First Nations address immediate needs and provide the building blocks for on-reserve First Nations primary and secondary education. They make it possible for First Nations to attract and retain First Nations teachers, provide more support for students, such as transportation, guidance counselling, and foster literacy and numeracy as foundations for success.

The Program is also supporting improved direct and indirect service delivery so First Nation students with high-cost special education needs can access services in a timely and culturally appropriate manner. It helps increase the number of early intervention strategies through individual education plans, improve completion rates for professional student assessments to better serve their unique needs, and support capacity-building to ensure there are enough educational staff and professionals to meet the needs of the student population.

New investments and the Government of Canada’s commitment to a renewed, nation-to-nation relationship are changing the discussion around First Nations-led education. First Nations education leaders are coming together to discuss student needs and what can be done to accelerate progress on the ground. This includes expanded forward-looking school success planning based on First Nations’ own data and performance measurement strategies to show communities what is working and why.

As part of the Government of Canada’s commitment to a renewed relationship with Indigenous peoples, the Government of Canada has been taking steps to establish a new partnership on First Nations education.

In 2016–2017, the Government of Canada began working jointly with First Nations on an engagement process to determine the way forward for supporting First Nations control of First Nation education. The process, which is to continue in 2017–2018, will include technical discussions with regional First Nations representatives through a series of joint task teams. It will also include a series of Canada-wide leadership dialogue events between First Nations leadership and senior Government of Canada officials. The technical task teams will work with regional First Nations representatives to identify and explore ways to improve the quality of First Nations education, including options for mutual accountability structures and a new fiscal relationship for First Nations education.

The Government of Canada will continue to support First Nations that wish to develop and implement transformative education models (e.g., by establishing First Nations education authorities, tripartite partnership agreements, self-government agreements). In 2016–2017, the Program worked with the Manitoba First Nations Education Resource Centre to create a First Nations-controlled, school board-type system — the first of its kind in Canada — which will begin operating in September 2017. Similar discussions will take place in other jurisdictions in 2017–2018. The Program will also continue working with the First Nations Education Steering Committee and the Government of British Columbia to renew the Tripartite Education Framework Agreement, and will engage at partnership tables with First Nations and provincial governments to improve educational outcomes by sharing and building on expertise.

Since the field of education is always evolving, the Program will launch a programming stream within the New Paths for Education program to give First Nations educators access to the best research and evidence-based practices and ensure optimal student outcomes. The new stream will support research and knowledge-transfer activities that foster evidence-based, culturally relevant policy-making for First Nations students and ensure students benefit from the best possible learning approaches, curricula and programming.

The Program will continue to foster early childhood development and school readiness for on-reserve First Nations children and youth by supporting full-day kindergarten programs and developing an Early Learning and Child Care Framework in partnership with Employment and Social Development Canada, Health Canada, and the Public Health Agency of Canada.

Under the First Nations and Inuit Youth Employment Strategy, the Program will continue to deliver two key programs this year — the First Nations and Inuit Summer Work Experience Program, and the First Nations and Inuit Skills Link Program — to help First Nations and Inuit youth gain hands-on work experience through co-operative and mentored work placements.

The Program continues to invest in post-secondary education and is working with the Department of Employment, Workforce Development and Labour on priority initiatives, such as the renewal of the Youth Employment Strategy, the Aboriginal Skills and Employment Training Strategy, and the Canada Student Loans Program. The renewal of the Youth Employment Strategy and engagement of post-secondary education are especially important to improve programs and ensure young people have the tools and opportunities they need to become more employable and achieve their goals.

Together these key programs, investments, engagements and partnerships will help contribute to the Government of Canada’s commitment to close socio-economic gaps and make real progress in ensuring access to and improving the quality of education for First Nations in Canada.

Program 3.4: Infrastructure and Capacity

INAC will continue working with the Department of Innovation, Science and Economic Development to leverage funding initiatives to improve broadband connectivity in First Nation communities (e.g., British Columbia’s Pathways to Technology Initiative).

Internal Services

The Department will adopt and enhance Information Management and Information Technology solutions to advance the collection, management, reporting, and safeguarding of business information. To this end, a three-year strategy (2016–2019) was developed by the Information Management Branch and approved by the Department’s Operations Committee. The strategy has 26 initiatives with specific aims, including but not limited to: implementation of GCDOCS and MS Outlook through the Government of Canada’s E-Mail Transformation Initiative; reduced number of corporate systems due to application rationalization; record digitization; and better data management to meet the Department’s Open Government, Reporting on Results, and Deliverology commitments.

INAC will produce some 35 studies, fact sheets and summaries on Indigenous education, language and culture, employment, housing, and well-being. It will continue working with key partners such as, the First Nations Information Governance Centre and Statistics Canada to implement the Survey on Aboriginal Peoples program. It will also implement the Policy on Results and develop a new Departmental Results Framework to provide simpler, clearer, and more relevant reports to Parliament and Canadians.

Infrastructure Canada

Key Risks: Things That Could Affect Our Ability to Achieve Our Plans and Results

Risk: Timely delivery of services and solutions within the Department to support increased internal business pressures while contributing to current and future large-scale, whole-of-government initiatives

Risk response strategy: The Department will ensure that it has adequate resources to deliver timely Information Management/Information Technology, Human Resources, Finance and other services to support new and ongoing business requirements. Specific measures include: maintaining a strong relationship with Shared Services Canada and Public Services and Procurement Canada, timely communication with employees to manage change, and ensuring effective governance, planning and reporting mechanisms.

The fourth risk refers to the large portion of Infrastructure Canada’s corporate priorities such as data centre consolidation, migration of websites to Canada.ca, and financial management transformation that are being set by government-wide transformation initiatives. The number of current and future large-scale, whole-of-government initiatives may impact the Department’s ability to respond quickly to increased internal business pressures driven by new programs that require timely services and solutions, and ongoing service availability. The focus of the risk responses will be to ensure that the Department is ready for new infrastructure programs as it continues to deliver timely Information Management/Information Technology, Human Resources, Finance and other services.

Planned Results: What We Want to Achieve This Year and Beyond

Internal Services

Communications:

During the planning period, the Department will:

• Engage Canadians, stakeholders and media to tell the story of federal infrastructure investments and INFC priorities through the Infrastructure Canada website, announcements, social media channels and other digital platforms;
• Deliver on the government’s commitment to openness and transparency by providing Canadians with information on the Department’s infrastructure investments through the online Investments Map and the Open Data portal;

Information Management:

During the planning period, the Department will:

• Directly support program activities. These investments will largely focus on enhancing the Program Information Management System (PIMS) to support the delivery of the new infrastructure programs and existing programs like the New Building Canada Fund and the renewed Gas Tax Fund, and continued support of the New Champlain Bridge Corridor project information management and information technology requirements.

Access to Information and Privacy Services:

During the planning period, the Department will:

• Ensure timely responses to Access to Information and Privacy Act inquiries; and
• Provide ongoing training for employees.

Innovation, Science and Economic Development Canada

Plans at a glance

Increase high-speed broadband coverage

ISED will deliver Connect to Innovate, a new $500-million program to extend and enhance broadband service in rural and remote communities announced in Budget 2016. The program focuses on building the backbone of high-speed internet networks in these communities, connecting institutions like schools, hospitals and libraries. It also supports the unique connectivity challenges faced by satellite-dependent northern communities.

Planned results: what we want to achieve this year and beyond

Spectrum, Telecommunications and the Digital Economy

As the digital economy continues to expand in both scope and significance, ISED will undertake several initiatives in 2017–18 to respond to policy and regulatory issues in the spectrum and telecommunication sectors, while also working to advance research and spur innovation in the information and communications technology (ICT) sector.

The Department will focus on harnessing technologies, supporting companies, and developing and attracting talent to drive economic growth and create better jobs and opportunities for all Canadians.

All Canadians should have access to high-quality, affordable telecom services and the skills to connect with opportunities and each other to better work, live and compete in a global, digital world. ISED is committed to encouraging affordable telecom services and digital skills to help bridge the digital divide and foster inclusivity, and to developing domestic, and attracting foreign, talent with the necessary digital skills to support an innovative economy.

The Department will also continue to promote competition and investment as companies are quickly adopting new technologies, offering aggressive pricing and innovative services to win and retain customers. Competition is not just about the number of players in a market; competition and innovation are fundamental to developing and maintaining a global reputation for high-value workers and sectors.

ISED will also work to ensure Canada continues to benefit from world-class infrastructure and the latest technologies. A new, $500-million program, Connect to Innovate, will give Canadians living in rural and remote areas better and more affordable broadband, by supporting new “backbone” infrastructure to connect institutions like schools and hospitals and by funding upgrades and “last-mile” infrastructure to certain households and businesses. As the demand for digital connectivity grows, so too will the demand for spectrum. The Department will continue to study technologies and market demand for digital products and services, and strategically manage and allocate spectrum as the natural resource for telecommunications and other digital services.

ISED will help ensure that Canadians can take advantage of a digitally-enabled world while having confidence in their online security and privacy. This work includes implementation of a multi-year plan to improve the cyber resilience of the telecommunications and ICT sectors in Canada. The Department will help support the establishment of a public safety broadband network and contribute to international discussions related to Canada’s access to global navigation satellite systems. ISED will also consult Canadians on draft regulations stemming from changes to the Personal Information Protection and Electronic Documents Act that require organizations to notify individuals when their personal information has been compromised and there is risk of harm.

ISED will continue to support the continued openness of the Internet and promote it as a platform for innovation and knowledge-sharing through its participation in negotiations at the Government Advisory Committee, the Internet Corporation for Assigned Names and Numbers, the Internet Governance Forum and the Canadian Internet Forum. ISED will advocate Canada’s positions on international radio spectrum allocation, regulations and satellite orbits through its participation in the International Telecommunications Union.

Community Economic Development

In 2017–18, ISED will continue to deliver the Connecting Canadians program to provide improved broadband coverage to more than 280,000 households by the end of 2018–19. While this program is well underway, ISED will also implement the new Connect to Innovate program, which will help Canadians in rural and remote communities take advantage of advances in areas such as telehealth and e-learning. Building this infrastructure is the modern equivalent of building roads or railway spurs into rural and remote areas, connecting them to the global economy. This backbone infrastructure is often fibre optic-based, but can be comprised of a range of technologies including microwave and satellite service.

To promote greater connectivity across Canada, ISED will support the provision of IT hardware to underserved organizations, social groups and communities, as well as improved community broadband internet access. The Computers for Schools program will continue to provide refurbished technology to schools and not-for-profit organizations, Indigenous communities, low-income families, seniors and new Canadians.

The Department will promote economic and community development projects and job creation in Northern Ontario. ISED programming encourages Northern Ontario communities to pursue projects that capitalize on unique regional advantages and contribute to improved productivity, increased investment attraction and greater economic diversity and competitiveness.

ISED will also work with municipalities in Northern Ontario to address community infrastructure needs through projects that align with the objectives of the Canada 150 Community Infrastructure Program.

Following the Government’s mandate letter commitment to promote economic development opportunities for Indigenous communities and businesses in Northern Ontario, ISED will also support capacity building and commercial infrastructure to promote the growth of Indigenous businesses.

Internal Services

Operating as One

To improve efficiency and adopt an operating as one work style, the Department will continue coordinating and collaborating with the ISED portfolio organizations. In 2017–18, ISED will continue its implementation of the GCDOCS file management system, which will allow employees better and more efficient access to the information they need to do their jobs.

Library and Archives Canada

Military Police Complaints Commission of Canada

Planned results: what we want to achieve this year and beyond

Internal Services

During the 2017-18 fiscal year, the MPCC will:

• Finalize the migration of the new Electronic Document and Records Management System (EDRMS);
• Continue to implement talent management plans for employees who surpassed their work objectives for the year;
• Complete the migration of the departmental website to Canada.ca website;

National Battlefields Commission

Planned results: what we want to achieve this year and beyond

Internal Services

• Finalize the database for the park’s archeological collection;
• Implement, among other things, the Policy on Results and the Directive on Recordkeeping issued by the Treasury Board Secretariat, and the Authorization of Disposition issued by Library and Archives Canada.

National Energy Board

Plans at a glance

Providing access to data and information in support of an open and transparent government

In 2017–18, the NEB will increase the use of tools such as social media and data visualization of energy markets information. The NEB will measure Canadians use of NEB energy information for knowledge, research and decision-making and facilitate their access to community-specific NEB-regulated infrastructure information.

This work also supports the government’s priority for openness and transparency by increasing the information made publicly available on a variety of energy and pipeline-related topics.

Key risks: things that could affect our ability to achieve our plans and results

Risk: Incomplete data and information

Incomplete data and information due to differing and/or outdated business systems, business rules and processes, which could result in a compromised ability to conduct analysis, deliver on regulatory initiatives, or provide accurate information to the public.

Risk response strategy:

• Develop and implement a comprehensive Data Management Framework
• Designate a Data Management Committee and associated roles and responsibilities
• Create project plans for data management system enhancements
• Develop a road map for identifying, drafting and prioritizing various information systems projects
• Automate and simplify business processes.

Risk: Disclosure of sensitive information

Accidental or intentional disclosure of sensitive information that could impact financial markets, pose a breach of the Government of Canada Policy on Government Security, or lead to a loss of public trust.

Risk response strategy:

• Physical security controls (e.g., access controls, locks, barriers, safes)
• Implementation of IT security controls (e.g., firewalls, passwords) and adherence to Shared Services Canada guidelines
• Training on aspects of information security provided to staff.
• Ongoing training, guidelines, manuals and testing of staff.
• IT security improvements based on audit of IT security.

Planned results: what we want to achieve this year and beyond

Program: Energy System Information

Key initiatives, activities and actions the NEB plans to take in support of Energy Information include

• Collecting, reconciling, and publishing regulatory compliance and enforcement data on the NEB website.
• Drafting and publication of timely studies and analyses, including long-term outlooks, geographically-based resource assessments, market snapshots, and topical reports.
• Providing analysis to support decisions on regulatory applications before the Board.

Program: Pipeline Information

Key initiatives, activities and actions the NEB plans to take in support of Energy Information include

• Collecting, reconciling, and publishing pipeline statistics.
• Publishing pipeline-related information, including interactive maps, regulatory compliance and enforcement information, and topical explanations.

To enhance the effectiveness and reach of its energy information, the NEB is increasing its use of tools such as social media and data visualization. Adoption of the DRF performance indicators will facilitate additional analysis and consultation that will allow the NEB’s approach to Energy Information to become even more innovative, comprehensive, and systematic.

Internal Services

• Continue to align NEB’s Enterprise Resource Planning, financial management and procurement processes and systems with Government of Canada-wide standards established by Treasury Board (e.g. Phoenix pay system, MyGCHR, SAP, Green Procurement, and Integrity Regime).
• Develop and implement a comprehensive Data Management Framework.

National Film Board

Key Risks: Things That Could Affect our Ability to Achieve our Plans and Results

Internal systems and processes inadequate to support the NFB’s activities

Because the film industry is constantly changing, the NFB must constantly adapt so that it can continue to innovate in the production and distribution of its audiovisual works. In order to adapt, the NFB must apply new work approaches and new technologies. But whenever it does so, it must also make adjustments in its internal systems and processes for financial, material and project management, which are becoming more and more inadequate. These inadequacies represent a growing administrative burden. And because technologies are changing so rapidly, the NFB must constantly review its systems and its ways of doing things.

To avoid experiencing production delays and generating inaccurate information about projects, the NFB plans to limit this risk by implementing the 2016–2020 Technology Plan, which sets out guidelines for the use of internal systems and processes, as well as through the Eureka project to improve recordkeeping, which provides the details for all of the NFB’s internal processes and the documentary resources associated with them.

Planned Results: What We Want to Achieve This Year and Beyond

Program 1.2: Accessibility and Audience Engagement

Promoting the NFB’s works and revitalizing its digital content offerings

The main showcase for the distribution of the NFB’s works, the NFB.ca | ONF.ca Online Screening Room, remains the spearhead of the organization’s strategy for reaching and interacting with the general public. This year, we will deploy this strategy in particular through special programming of NFB films that will be accessible online for free in connection with the 150th anniversary of Confederation.

In addition, the NFB will be developing new resources for its educational offering. In 2017–18, we will be producing new, innovative content, and our offering for the education community will enable a wider audience to express itself and to learn through our works and through media production.

Conservation and preservation of the NFB’s collection

None of the activities to promote and distribute the NFB’s works would be possible without the work that has been done over the past several years to digitize the NFB’s collection and thus ensure its permanence. In 2017–18, the NFB will continue digitizing its active collection and implement its 2016–2020 Technology Plan.

This plan includes a new approach to preserving the NFB’s works. This approach will automate storing and indexing of digital source files on the two archiving systems that the NFB has selected for this purpose, which use Optical Disc Archive (ODA) and Linear Tape-Open (LTO) technology.

In addition, as part of the NFB headquarters relocation, the conservation room that houses the NFB’s visual archives will have to be moved. Though we have not yet determined where the new conservation room will be located, we do know that it will be smaller than the current one (900 m² compared with 1,635 m²), so we plan to do an intensive culling of the shooting elements.

Internal Services

Managing records

The Eureka project, whose purpose is to improve record-keeping, will be entering its final phase. All parts of the NFB will have thus finished inventorying their records of business value and the processes for conserving these records. In addition, NFB Legal Services will begin digitizing their documentary resources so that they can be integrated with the rights-management system and so that the archiving of paper records can begin.

National Research Council of Canada

Planned results: what we want to achieve this year and beyond

Internal Services

NRC is committed to continued renewal in applying best practices in governance and management. This includes informed decision-making, sound and robust financial management, and clear accountabilities and openness at all levels. These changes will be implemented by engaging the workforce in achieving its full potential.

First, NRC will sustain the internal service practices that it already does well, along with those practices that it is adapting to ensure efficient and effective operation. For example, it will remain on the path of providing its workforce modern, robust, secure and fully-integrated information technology systems as required by a leading research and technology organization. NRC will adopt enterprise services from SSC such as e-mail and GCDOCS while also leveraging technologies such as cloud computing and high-performance computing. In addition, NRC will continue to partner with academia and other research organizations for technology solutions.

Natural Resources Canada

Planned results: what we want to achieve this year and beyond

Internal Services

Open Government and Public Engagement

As part of its Open Government agenda, NRCan is transitioning to a ‘digital first’ model for communications and engagement in order to reach all Canadians on issues that matter most to them. Prioritizing digital allows for a wider variety of social media tools to reach more audiences, measure uptake and continuously improve, respond and engage the general public in meaningful policy conversations.

Supporting the dissemination of scientific information through the Open Government agenda, NRCan is working with federal partners including AAFC, DFO, ECCC, National Research Council Health Canada, Health Canada and the Public Health Agency of Canada to advance the award-winning Federal Science Library (FSL). In 2016-17, the FSL was launched as single point of access to library holdings of its federal partners (including 80,000 maps and 520,000 photographs from NRCan collections); in 2017-18, these collections will be made available to the public. From the FSL web site and in library catalogues throughout the world, NRCan publications and materials will be available to view and download online from a central repository.

Natural Sciences and Engineering Research Council of Canada

Planned results: what we want to achieve this year and beyond

Internal Services

• Modernize information management and Information technology
  NSERC will, in partnership with SSHRC, implement department-wide modernization and transformation initiatives to support departmental grants management programs, which include streamlining business process to provide for a more user-centric experience and improving adjudication, funding, reporting and access to information processes.

Office of the Chief Electoral Officer

Planned results: what we want to achieve this year and beyond

Internal Services

Information management and information technology security

As part of its asset renewal commitments, Elections Canada is undertaking key initiatives to improve its cyber security, focusing on higher-risk online system areas. This includes the modernization of its network infrastructure, data centres, and security and credential management, and improvements to its organizational information management practices.

Office of the Commissioner for Federal Judicial Affairs Canada

Plans at a glance

Information Management

In response to the Treasury Board’s Policy on Information Management and Directive on Recordkeeping, FJA will continue its on-going efforts to maximize the effectiveness and efficiency of its Information Management program. In 2017-18, FJA will complete the migration of some remaining Information Resources of Business Value from its corporate shared drives into GCDOCS, the Office’s formal Electronic Content Management system. FJA will also continue to review and dispose of obsolete and transitory documents from the information repository. With regards to paper documents, FJA will undertake a digitization exercise, whereby hard-copies will be scanned and stored electronically, allowing the physical documents to be disposed of or kept in storage for a pre-determined amount of time, if required.

Key risks: things that could affect our ability to achieve our plans and results

Risk: Security and privacy of personal and business information.

Risk response strategy: Mitigation measures include assessing security threats and risks, developing and implementing recommendations to improve IT Security, developing an IT Security framework, preparing business continuity plans, developing and enforcing IM policies, and directing Internet and e-mail traffic through the PSPC provided Secure Channel network.

Planned results: what we want to achieve this year and beyond

Internal Services

Information management.  Continue the Information Management Framework project and finalize the implementation of an electronic content management tool which supports the updated file structure, retention periods, and security requirements for all Information Resources of Business Value.

Office of the Commissioner of Lobbying Canada

Plans at a glance

The Registry of Lobbyists and the website will be revised to improve their accessibility and usability. Two main improvements will be using plain language and making the Registry work better on cell phones and tablets. There will also be new features added to the Registry to improve the user experience such as more effective search functions.

The Office will implement an information management and information technology strategy. This will help the Office improve its operations and offer more efficient services. This strategy will also support investigations.

Planned results: what we want to achieve this year and beyond

Ensure transparency and accountability in the lobbying of public office holders in order to contribute to confidence in the integrity of government decision making

In 2017–18, the Office will make greater use of technology to improve client service and increase transparency for Canadians.

The Office will make the Registry of Lobbyists more mobile-friendly and continue to improve its functionality. The Office will also undertake a Web Renewal Process to modernize the website in order to make it more accessible and user-friendly by incorporating plain language and adapting it to mobile devices.

Internal Services

The Office will continue to collaborate with counterparts in the offices of other Agents of Parliament. In 2016, the Office expanded its service agreement with the Office of the Privacy Commissioner with respect to hosting IT services. The Office will implement its IM/IT strategy to streamline internal operations and procedures, and support more efficient and effective delivery of the Commissioner’s mandate. This will help to establish a strategy to improve business intelligence opportunities and support reviews and investigations through a better integration of the case management system with other Office activities and applications.

Office of the Information Commissioner of Canada

Office of the Privacy Commissioner of Canada

Office of the Registrar of the Supreme Court of Canada

Plans at a glance

Business Transformation

An ongoing priority of the Office is its business transformation program which supports the Court in its work and ensures that the necessary business processes and technologies are in place – or being planned – to enable the electronic processing of cases, thereby allowing parties to access case file documents, data and information online (based on their entitlements), as well as providing the public with better access to Court information online, enabling litigants to file documents electronically through the development of a secure portal, as well as protecting and preserving archival and historical information in electronic format.

In support of this priority, the following key initiatives were undertaken by the Office to ensure that the administration of Canada’s final court of appeal is effective and independent, beginning in 2011-12 and expected to conclude by 2018-19. These include:

• business process mapping and the analysis of potential efficiencies;
• the development of new case management requirements to support current and future case management processes;
• the transition to electronic-based operations to gain efficiencies in document collaboration and public dissemination of judgments, orders or information;
• finalizing the renewal of application architecture of critical enterprise-systems to be in a better position to achieve transformational objectives and improving interoperability; and
• finalizing the requirements and beginning the design phase for the electronic filing portal as well as to explore the preservation and archiving of digital records.

As such, business processes will be optimized and based on new technology, duplication of effort and process redundancies will have been eliminated, and operational efficiencies will benefit its staff and the Canadian public.

Key risks: factors that could affect our ability to achieve our plans and results

Risk: IT Security (cyber threats)

Unintentional or unauthorized access, use, manipulation, interruption or destruction (via electronic means) of electronic information held by the Court and the electronic and physical infrastructure used to process, communicate and/or store that information.  Risk to the security and confidentiality of judicial information and data.

Risk response strategy:

• IT security action plans
• IT security awareness plans/staff awareness
• Periodic vulnerabilities assessment and penetration testing
• Regular IT Threat and Risk Assessments
• Key investments in security software and systems
• Sensitive information is clearly identified, classified and stored

Risk: Research capacity is compromised

Lack of enterprise search between information repositories limits knowledge sharing and transfer. Escalating costs of maintaining access to published legal information. Library Management Software requires renewal to allow for interoperability and more transparent search between print and electronic resources.

Risk response strategy:

• Knowledge management applications being developed to support consistency and comprehensiveness of internal information
• Ongoing review of library collection and usage
• Library Management Software renewal is ongoing

The Office has identified a new risk in this Departmental Plan: the risk of compromised legal research capability. This research capacity of the Court is essential to its mandate and preserving it requires the interoperability of information repositories along with knowledge sharing and transfer. As well, the Library collection, being the Court’s repository for published legal information, is faced with escalating costs. These pressures are mitigated by investing in information management applications to support the consistency and comprehensiveness of internal information, as well as ensuring that staff are sufficiently aware of their information management responsibilities by holding regular awareness activities. To properly support the library collection, there is an ongoing review of the library collection development policy, including all subscriptions and usage monitoring.

Planned results: what we want to achieve this year and beyond

Program title: 1.1 Court Operations

To meet the challenges of continuing to provide excellent services to the Court and litigants in an environment of escalating costs and added pressures such as physical and IT security, the focus on business transformation will continue.  In the upcoming year, the Business Transformation Program will continue to direct resources to the implementation of digital recordkeeping, workflow enhancements and the development of policies and new software applications in support of recent amendments to the Rules of the Supreme Court of Canada, along with operational guidelines to support efficient Court processes and to further clarify internal business processes.

Internal Services

Internal services support the Court by providing timely and responsive services that are effective and efficient as per established service standards.  Some key initiatives planned for 2017-18 are:

• An increased presence of the Court on select social media applications, as well as updating the Court’s website and maintaining its outreach activities.
• The Library and Information Management Branch supports the information management needs of the organization.  Priorities for 2017-18 include:
  • Continuing the implementation of GCDOCS across the organization to better manage documents and records of business value, including closed case-related records.  Enhancing the capacity of information management analysts to support Court Operations and internal service business units, as well as to leverage the document and records management system.
  • Ensuring that the Office is able to meet its obligations under the Treasury Board Secretariat’s Directive on Recordkeeping.

Office of the Superintendent of Financial Institutions

Plans at a glance

Priority E: Set and meet high standards for managing our own resources

OSFI will continue to set high standards for the management of its employees, systems, information and financial resources and will closely monitor its performance to ensure that those standards are met. Key objectives related to this priority include:

• Continuing to build OSFI’s information management capacity and further enhancing regulatory data management while ensuring information is well protected from external and internal threats;

Planned results: what we want to achieve this year and beyond

Internal Services

OSFI will plan for and support the transition to new or updated corporate and supervisory systems, including those related to the GC shared services initiatives. The implementation of planned systems and organizational changes will be supported with timely and effective change management practices. As well, OSFI will continue the implementation of its Enterprise Information Management program to enhance the management and protection of OSFI’s information assets in compliance with applicable legislation and GC policies and directives.

Parks Canada Agency

Planned results: what we want to achieve this year and beyond

Internal Services

Information Management Services

Parks Canada will place a focus on effective management and sharing of information through the implementation of modernized information management and data governance strategies and the piloting of GCDOCS, a government-wide solution for records and documents management. It will also implement an Open Government data strategy to demonstrate greater transparency and accountability to Canadians.

Parks Canada will continue to provide Canadians with timely, accurate, open and relevant performance information related to progress against Government of Canada and Agency priorities.

Parole Board of Canada

Key risks: things that could affect our ability to achieve our plans and results

Risk: Program Delivery and Management – there is a risk that the PBC may not be able to deliver its programs and services to fulfil its mandate due to inadequate capacity.

Risk Response Strategy: The PBC has developed action plans to reduce the likelihood that this will occur, and minimize the impact should it occur.  Action items include:

• Ensuring that all pertinent documents (i.e., checklists) are received from CSC to initiate the decision-making process.
• Transitioning the current file management practice to the E-File platform in accordance with regional objectives as determined by the articulated performance measures.
• Providing accommodation measures and flexibility where feasible for BMs and staff.

Planned results: what we want to achieve this year and beyond

Internal Services

Continue to:

• provide ongoing training to existing Board Members and staff (e.g., positive space, values and ethics, security awareness, information management) to ensure that they are provided with current and relevant information as well as the resources to continuously improve their skills in the areas of internal services and to understand their responsibilities;
• improve BM and staff awareness and training of Access to Information and Privacy (ATIP) to ensure compliance with legislated timeframes for each;
• seek opportunities to leverage IT solutions for the delivery of core responsibilities.

Patented Medicine Prices Review Board Canada

Planned results: what we want to achieve this year and beyond

Internal Services

The PMPRB will continue implementing Information Management digitization practices, including digitizing all information currently on hand. This is expected to be completed in fiscal year 2018-2019. The PMPRB will continue to enhance its electronic document management system, RIMS.

Polar Knowledge Canada

Planned results: what we want to achieve this year and beyond

Program: Polar Knowledge Application

Planning highlights

Knowledge mobilization:

• Synthesize scientific information and data on the Arctic and identify value-added knowledge products to inform key decisions on the polar regions. POLAR will collect and generate knowledge and translate science results into language amenable for public consumption.
• Facilitate improved access to information and information sharing, by enabling access to POLAR research files and encouraging collaboration with respect to information and knowledge management for the polar regions. This will involve collaboration with the Polar Data Catalogue to develop policies that ensure open access to Arctic and Antarctic data, including from POLAR funded projects in order to support decision-making and further research by various stakeholders.

Internal Services

• Continue to adopt and enhance information management and information technology solutions to advance collection, management, reporting, and safeguarding of business information within POLAR and with its partners.

Privy Council Office

Key risks: things that could affect our ability to achieve our plans and results

Risk: Risks to Information Technology Infrastructure

Risk response strategy: PCO will continue modernizing Information Management and Technology by:

• Upgrading PCO’s IM/IT network systems and tools;
• Providing information management expertise and leadership, including information architecture and client-focussed change management; and
• Collaborating with key departments to support the effective implementation of government-wide initiatives in a compliant and coordinated manner, including GCDOCS, secure network connectivity, consolidation of data centres, open data and enterprise applications.

Planned results: what we want to achieve this year and beyond

Internal Services

Within PCO, the following activities are planned for the organization in fiscal year 2017–18:

• Support compliance with government-wide initiatives to advance Information Management (IM) and Information Technology (IT) priorities and policies, and enhance IT security. It will also support the implementation of GC DOCS.

Public Health Agency of Canada

Key risks: things that could affect our ability to achieve our plans and results

Risk 2: Access to Timely and Accurate Data

Risk Statement:

There is a risk that, as the volume of and need for public health data increases both domestically and internationally, PHAC may not have access to timely, reliable and accurate information and/or data, nor the ability to undertake necessary data analysis, which could reduce effective evidence-based decision-making pertaining to public health matters.

Risk Drivers:

• Information security;
• Information sharing legislation;
• Consistency and availability of F/P/T data;
• Data to support effective performance measurement and monitoring;
• Aging infrastructure, including Information Technology, mission-critical applications and procurement mechanisms; and
• Access to timely information (e.g., Vital Statistics; and data from the Canadian Institute for Health Information and Statistics Canada).

Risk Response Strategies:

• Work with P/T stakeholders to support timely information sharing and continued technology implementation (e.g., PulseNet Canada, the Canadian Public Health Lab network, and Canadian Chronic Disease Surveillance System, and the Electronic Canadian Hospital Injuries Reporting and Prevention Program);
• Collaborate with P/Ts to implement the Action Plan of the Blueprint for a Federated System for Public Health Surveillance in Canada with a focus on strengthening the infrastructure that supports public health surveillance; and
• Conduct assessments to improve the way PHAC uses, disseminates, and shares information in terms of the availability, usability, and uptake of PHAC reports and publications (e.g., CCDR, Health Promotion and Chronic Disease Prevention in Canada journal, surveillance reports, and guidance materials).

Public Prosecution Service of Canada

Key risks: things that could affect our ability to achieve our plans and results

Given the nature of the PPSC’s core mandate, employees are required to receive and handle a high volume of records from investigators that contain sensitive information. This in turn increases the risk that sensitive information could be inadvertently disclosed or lost, resulting in a potential privacy breach, a threat to the security and safety of individuals, and/or the public questioning the ability of the organization to adequately protect the information under its control. Accordingly, the PPSC has communicated to investigative agencies the importance of ensuring that sensitive information is provided in a secure fashion. The PPSC will continue to take steps to ensure that employees are aware of their obligation to safeguard information. It will also continue to take appropriate measures to mitigate the potential consequences of any privacy or security breaches, and to prevent future occurrences from transpiring.

Risk: Information Security:

There is a risk that sensitive information pertaining to the PPSC’s work could be inadvertently disclosed or lost.

Risk response strategy: 

• The PPSC will continue to provide training on information security to all staff.
• The PPSC will update on an ongoing basis the information security awareness tools available on the Intranet.
• The PPSC will investigate breaches and undertake remedial measures.

Risk: Information Management (IM):

There is a risk that PPSC IM operational requirements and obligations will not be met.

Risk response strategy:

• The PPSC will review its needs in respect of IM and prepare a human resources plan based on the results of that review.
• The PPSC will develop and implement a plan to achieve compliance with the Treasury Board Directive on Recordkeeping.

Planned results: what we want to achieve this year and beyond

Internal Services

In order to strengthen information management (IM) within the PPSC, the organization is committed to fully staffing its IM program with employees who have the appropriate level of knowledge and experience to ensure effective and efficient program delivery.

The PPSC will also implement its 2016-20 Information Technology Strategic Plan to ensure that the organization’s investments in information technology are fully aligned with central agency requirements. In addition, it will continue to develop a customized, prosecution specific, legal case management system (LCMS) to meet the needs of the organization.

In regard to the new LCMS, the PPSC will be exploring the possibility of interfacing with internal and external systems such as GCDocs and Peoplesoft. There will be considerable effort expended in experimenting with the various aspects of making these systems communicate effectively and securely within the confines of the legal frameworks that allow information sharing between entities. The interfaces being explored will lead to more efficient sharing of information and considerably less duplication of both information and effort. The new LCMS will be designed, developed and implemented in phases over a number of fiscal years. The PPSC is expected to devote approximately 0.7% of its total budgetary expenditures for 2017-18 to this initiative.

Public Safety Canada

Planned results—What we want to achieve this year and beyond

Internal Services

The Department will strengthen its relationships with Information Technology (IT) Services partners and maintain its ongoing participation in government-wide enterprise initiatives for IT and information management. Public Safety Canada will also look to build on its achievements in using social media and pursue more innovative approaches to engage in meaningful and constructive dialogue with Canadians, including Digital by Default, Blueprint 2020, and the Smart Use of New Technologies.

Public Services and Procurement Canada

Planned results—What we want to achieve this year and beyond

Program 1.7: Specialized programs and services

PSPC will continue to support TBS and other government departments to facilitate the government’s back-office transformation with the ongoing roll-out, expansion and evolution of common back-office systems such as My GCHR, the shared case management system, and GCDOCS. This will allow the government to deliver better services to Canadians and lower annual operating costs.

With regards to document imaging services, PSPC will manage and integrate digitized data to facilitate government business transformation initiatives, including in the areas of ministerial correspondence, public consultations and the transition to the workplace renewal initiative. The department will continue to improve document imaging services with rigorous tracking and management of processes, production and costs. In order to ensure efficient imaging production and services, the department will benchmark the enterprise solution against the private sector.

PSPC will continue to provide information to Canadians on Government of Canada programs and publications and support the effectiveness of Government of Canada communications activities through the provision of the:

• Depository Services Program
• public opinion research coordination
• advertising coordination and partnerships
• Canada Gazette
• electronic media monitoring

PSPC will continue to acquire and catalogue digitized publications from departments and agencies to add them to its website.

The department is also committed to initiating independent research on media consumption patterns of populations of official language minority communities. This study will also obtain feedback on the level of satisfaction with current approaches used by the government to communicate its programs and services. The results will be shared with the media concerned and departments to ensure effective communication with official language minority communities for future advertising campaigns.

PSPC will also continue to collaborate with TBS and other stakeholders on the implementation of the open information portal.

Through the Canadian General Standards Board (CGSB), the department will enhance access for Canadians in support of a strong standardization to safeguard Canadian economic, health, safety, and environmental interests. CGSB will continue to expand strategic partnerships with federal government clients and other public-sector organizations to support the dissemination of common standards and verification processes.

Internal Services

Internal services 6: Information management services

The Information Management Policy, which includes the Directive on Open Government and the Policy on Results, has set clear objectives and outcomes to guide departments in the delivery of services. In order to foster informed decision making, information data management and analytics are identified as core capabilities that will help deliver on priorities and commitments to Canadians. In order to meet the policy requirements, PSPC will enhance its data management and analytics capacity and focus on providing better access to data and improving usage of the data for the benefit of decision-makers.

PSPC will also establish a data governance that will support and facilitate the implementation of the department’s open government implementation plan and maximize the release of information and data. This will support the Government of Canada commitment to transparency, accountability, citizen engagement, and socio-economic benefits, as defined in the Directive on Open Government.

PSPC will ensure that the department is prepared to implement the phase 1 of improvements to the access to information regime. Since the proposed changes will affect some internal administrative processes as well as expand its application to the Minister’s office, PSPC will maintain regular engagement with TBS. Currently, the proposed timelines are that phase 1 would be implemented within fiscal year 2017 to 2018. In addition, the Access to Information and Privacy Directorate will develop awareness material in line with proposed amendments to the act.

Internal services 7: Information technology services

The department’s focus in information technology services will be to ensure the ongoing availability and viability of existing systems. The department will enhance its capacity to support departmental and government-wide transformation initiatives to serve its clients effectively. It will provide an optimized portfolio of systems that can support the priorities established by the Government of Canada and the commitments identified in the departmental mandate.

The department will continue to engage in the project design and technology implementation of enterprise-wide end-to-end solutions that support the Government of Canada information technology modernization agenda. Leveraging the ongoing experience and lessons learned from the Phoenix pay system, PSPC will also continue with ongoing operations and will further develop:

• GCDOCS for document and records management
• Government of Canada shared case management system for case management and client relationship management
• My GCHR for personnel management

The IT agenda will also include innovation and promoting the use of new capability delivery models, such as cloud computing, that will evolve IT capabilities in a cost effective manner, while supporting an open, transparent and efficient service delivery. The department will be guided by the 2016 to 2020 Government of Canada Information Technology Strategic Plan issued by the Treasury Board of Canada Secretariat, and will move forward with a clear focus on the importance of change management and the human element of IT services.

Security Intelligence Review Committee

Planned results: what we want to achieve this year and beyond

Internal Services

SIRC relies heavily on its information resources to effectively fulfill its mandate. Improvements to the organization of information through the introduction of procedures, standards and an increased repository of electronic information has positioned SIRC well to move forward with its two year project on the digitalization of paper documents and easier access to information.

SIRC will continue to work on the relocation of the offices. This will enable a renewal of SIRC’s aging IT infrastructure and support the different IT related initiatives. SIRC was also provided additional resources to transform the bulk of the information currently on paper to be scanned into the information management. These initiatives will provide the tools for SIRC to be more efficient and effective.

SIRC will also implement an integrated electronic document case management system for its Investigations and Reviews. This will provide SIRC with better and easier access to its documents and processes, thereby increasing efficiency and reducing a reliance on paper.

Shared Services Canada

Key Risks: Things that could affect our ability to achieve our plans and results

Cyber and IT security breaches pose a threat to Government of Canada infrastructure, and government-held information. These breaches can occur as a result of intentional and non-intentional actions by insiders as well as external parties. In addressing this risk, the Department is mitigating potential disruptions to services as well as losses of information integrity.

SSC may not have the information it needs to generate timely reports with clear and measurable results for its programs and modernization initiatives. The Department must ensure that adequate data management processes and governance structures continue to be in place for data quality and integrity. Failure to do so may result in inaccurate or incomplete reporting to senior management and external bodies; delays in reporting information; unaligned activities across the organization, based on discrepancies in information; and the development of future plans and activities, based on faulty assumptions.

Risk: Cyber and IT Security

There is a risk that SSC will be unable to effectively respond to IT security and cyber security threats, resulting in government-held information being compromised and/or impeding disaster recovery activities to restore services to partner organizations.

Risk response strategy: To address this risk, SSC will:

• Complete a cost/ benefit analysis for exchanging sensitive data on enterprise services
• Consolidate federal access to the Canadian Network for the Advancement of Research, Industry and Education
• Establish an alternate security operations centre
• Implement an Enterprise Communication Security account
• Implement a third secure Government of Canada Internet access gateway
• Develop and/or implement policy instruments, processes, strategies, plans, and procedures
• Implement Security Programs

Risk: Availability and Quality of Information

There is a risk that a lack of availability and integrity of information will impede effective planning and decision‑making, impacting the Department’s ability to improve the delivery of services to partner organizations.

Risk response strategy: To address this risk, SSC will:

• Increase the timeliness, integration and availability of high-quality information, research and business analytics
• Develop formal documented disposition process for SSC electronic information holdings and input into GCDOCS
• Create an inventory of applications in support of mission‑critical and essential services
• Operationalize the benefits realization framework leading to effective IT Infrastructure Transformation Plan performance measurements

Planned Results: What we want to achieve this year and beyond

Email and Workplace Technology

The Email and Workplace Technology program will contribute to the achievement of results for the Government of Canada and Canadians through the following key initiatives:

Consolidate and modernize the government email system

SSC will further consolidate and modernize the government email system while continuing to support existing email services and providing email solution management on an ongoing basis. Central to this effort, the Email Transformation Initiative (ETI) will continue to be a complex project that involves converting the remainder of 63 separate systems used by 44 different organizations into one common system. ETI will increase efficiency and security and—of most notice to Canadians—enhance program delivery to Canadian citizens and businesses using email communications to access services. Fifteen departments and agencies were successfully migrated to the new email system in 2015 and are now in the process of changing their applications to work with the new email system so that SSC can remove the old email system. However, further migrations were halted due to vendor hardware issues and missing user functionality. SSC is working with the vendors and departments to resolve the issues and to revise the migration schedule. Finally, to ensure and guarantee a sustainable and reliable system for its clients, SSC will provide ongoing oversight management of the end-state outsourced email solution, which will cover contract/vendor and incident/problem management; enhancements; updates and changes to the service to ensure our partner organizations and Canadians continue to benefit from efficient, reliable and modern communications.

Cyber and IT Security

SSC has received funding from Federal Budgets 2015 and 2016 to advance the Cyber and IT Security program, and will contribute to the achievement of results for the Government of Canada and Canadians through the following key initiatives:

Enhance collaboration with lead security agencies to protect the Government of Canada’s cyber perimeter

SSC will continue as a member on a number of government-wide IT security governance committees in order to enhance information exchange and collaboration; to improve risk management; and to continue maturing the security posture of the Government of Canada’s IT systems and information.

In addition, as noted in its response to the Public Accounts Committee (PAC), SSC will continue to monitor and update, as required, the responsibility assignment matrix that provides the clear delineation of responsibilities between SSC and its partner organizations.

Maintain the integrity of the Government of Canada’s IT supply chain

SSC will continue to develop, implement, and maintain a variety of procedures—including policies, standards, security architecture, security guidelines, processes, roles and responsibilities—to protect and preserve information; manage and control information security risks; and achieve SSC’s business objectives. Security and Privacy by Design and Security Assessments and Authorization (SA&A) involve the ongoing evaluation of SSC’s IT security controls throughout the lifecycle of its services and establish whether the security controls are effectively implemented while meeting government security requirements. To date, SSC has performed more than 17,000 Supply Chain Integrity assessments and will continue to incorporate supply chain security controls in all SSC procurements.

The Department will provide compliance assessment of SSC services with Communications Security Establishment’s Top 10 security recommendations using departmental security standards and Government of Canada security policies. SSC will also report, on a quarterly basis, on departmental security performance information to customers.

Consolidate and expand the Government of Canada Secret-level network infrastructure

SSC will oversee the evolution of the Government of Canada Secret Infrastructure, an initiative designed to provide secure digital communications to SSC and customers with the eventual goal of migrating existing Secret networks to a government‑wide system. In addition, SSC will continue to partner with other governments at the federal, provincial and territorial levels to provide secure phones and to work toward the implementation of an e-Cabinet initiative, which will replace a paper-based system with a Secret e-environment to facilitate digital communication.

Enforce appropriate controls over access to Government of Canada data and assets

SSC plans, designs, builds, operates and maintains an effective, efficient and responsive cyber and IT security infrastructure in order to ensure Government of Canada data and technology assets are secured and protected. Budget 2016 renewed emphasis on safeguarding invaluable information through investment in the following:

• Enterprise Perimeter Security to scan all network traffic (internet and email) to detect and prevent cyber-attacks.
• Enterprise Vulnerability and Compliance Management to ensure that Government of Canada systems are updated in a timely manner with security patches to protect against known threats and to scan for weaknesses on IT devices and infrastructure in order to defend against future potential threats.
• Administrative Access Controls to ensure administrative user accounts are tracked, monitored and updated in a timely manner to reduce data breaches, fraud, and the intentional or unintentional implementation of unauthorized changes to user accounts.
• Application Whitelisting to create a list of “safe” applications that can be installed on shared IT infrastructure to ensure malicious software does not unintentionally get installed on government-enterprise servers by users who may be unaware of the possible threats posed by certain applications.

SSC will implement a Privilege Access Management Portal that will assist authorized users in safeguarding Government of Canada systems. Additionally, and to improve user experience, SSC will continue to support the Government of Canada’s Internal Centralized Authentication Service (ICAS), which will be launched as a whole‑of‑government service that will assume the responsibility of credential management more centrally. The consolidation and monitoring of access to the Canadian Network for the Advancement of Research Industry and Education (CANARIE) will continue as a main focus for 2017–2018.

Maintain and enhance IT continuity processes to protect critical government services and infrastructure

New enterprise-level IT security measures will continue to be established in order to ensure that business continuity is maintained and enhanced for all customers. Without an ability to proactively identify and assess vulnerabilities, Government of Canada servers; networks; security devices; middleware applications and end points (e.g., WTD) can be exploited, resulting in service delivery interruptions; costly responses/recovery measures; and the loss of sensitive information. Full implementation of Vulnerability Management Services will provide a fully integrated service for Internet-facing, Enterprise Data Centre and older infrastructure for up to 500,000 potential users.

Brokered Public Cloud Services

The Brokered Public Cloud Services program is new for 2017–2018 and will contribute to the achievement of results for the Government of Canada and Canadians through the following key initiative:

Broker public cloud services for all tiers of government

The Government of Canada is positioning itself to access the power of cloud computing, which is shifting the way IT services are delivered globally. In line with the Government of Canada IT Strategic Plan and the supporting Cloud Adoption Strategy, SSC will continue a collaborative procurement process on behalf of the Government of Canada to establish cloud brokering services for all of its customers. Cloud computing is expected to lead to greater reliability of government IT applications; increased interoperability among public servants; and improved government services to Canadians, as participating organizations will work with SSC to select the right cloud‑ and non-cloud deployment models aligned to their particular business context.

Internal Services

SSC Internal Services will contribute to the achievement of results for the Government of Canada and Canadians through the following key initiatives:

Increase the timeliness, integration and availability of high-quality information, research and business analytics

SSC will increase the timeliness, integration and availability of high-quality information, research and business analytics through the Business Analytics Council (BAC) to oversee implementation of the business analytics roadmap, including strategy; objectives; and policies for corporate data, and through supporting the development of business cases; Treasury Board submissions; and Memoranda to Cabinet with prioritized market research, including trend analysis and benchmarking.

Social Sciences and Humanities Research Council of Canada

Plans at a glance

Enable excellence in a changing research landscape

In 2017–18, SSHRC will respond, in collaboration with its stakeholders, to key recommendations emerging from Canada’s Fundamental Science Review, the whole-of-government Innovation Agenda, as well as Open Government initiatives. In addition, SSHRC will expand its core funding mechanisms through the introduction of new funding streams in its Insight Grants and Partnership Development Grants. It will also review its support of interdisciplinary research, particularly in terms of subject matter eligibility, to ensure that SSHRC programs continue to facilitate research and research training approaches that foster cross-cutting perspectives to emerging issues. These efforts will also give consideration to equity and diversity in SSHRC’s programs and initiatives.

Create opportunities for research and training through collaborative initiatives

In 2017–18, SSHRC will explore mechanisms to strengthen collaborative initiatives to contribute to a diverse and creative talent base for all sectors and to stimulate joint funding. This will serve to increase the scope, scale and impact of Canada’s research, training and knowledge mobilization in the social sciences and humanities, in Canada and abroad. SSHRC will place particular emphasis on strengthening Indigenous capacity for research, as it works with partners to respond to the Truth and Reconciliation Commission’s calls to action.

Measures to facilitate research collaborations will include multidisciplinary, intersectoral and international partnerships. In particular, SSHRC will implement a review of its approach to international collaboration, addressing both researcher-initiated collaborations and agency-level funding collaborations.

Connect social sciences and humanities research with Canadians

SSHRC-funded research explores critical questions facing all Canadians. SSHRC aims to set the context that sees more public, private and not-for-profit organizations seeking out humanities and social sciences research knowledge and talent, recognizing the value they bring to their activities. SSHRC will advance opportunities for the results of its funding to be more accessible to Canadian organizations in all sectors, to contribute to decision-making and innovation, and to help identify and address the challenges of today and tomorrow.

In pursuit of this goal, SSHRC will expand outreach and engagement with government departments and related partners in the public, private and not-for-profit sectors, facilitating access to SSHRC-funded students, researchers, research and data to inform decision-making and shed light on emerging issues. In particular, it will plan for the next stage of its Imagining Canada’s Future initiative and hold major symposiums on Knowledge Systems of Aboriginal Peoples and on the Impacts of a Globalized Society. It will also strengthen its corporate data management processes to facilitate connections with other organizations and to help ensure that government decision-making has access to the necessary scientific considerations.

Operating context: conditions affecting our work

Information management and information technology

SSHRC offers funding opportunities that provide support to Canadian researchers and students through grants, scholarships and fellowships. Relying on over 5,500 volunteer peer reviewers, SSHRC processes over 13,000 applications for funding each year from researchers, students and fellows. To ensure the most efficient delivery of its programs, SSHRC requires robust, adaptable grants management systems that facilitate the process throughout the application and award management life cycle.

To address challenges associated with outdated technologies and inefficiencies caused by the use of a number of different IT systems to deliver its funding, SSHRC and NSERC are developing a new grants management system that will offer greater functionality and ease of use for the research community. Until this new system is available, SSHRC will continue to rely on existing systems, and may not be able to adapt to changes in research priorities, reporting requirements and technology. In light of the critical importance of the information infrastructure in delivering programs and tracking results, NSERC and SSHRC have developed joint governance structures to oversee project governance and investment planning and to ensure business continuity.

Key risks: things that could affect our ability to achieve our plans and results

Risk: Information management

SSHRC’s information infrastructure may not be optimal to meet the needs of the organization to track and report on results.

Risk response strategy: 

SSHRC will, in partnership with NSERC, develop an information management strategy.
SSHRC will strengthen its corporate data management, identifying areas of need to move toward information management maturity.

Planned results: what we want to achieve this year and beyond

Talent: attraction, retention and development of students and researchers in the social sciences and humanities

In 2017–18, SSHRC will focus its efforts on the following key initiatives under its Talent program:

• Finalize implementation plan for Truth and Reconciliation Commission’s Call to Action no. 65: SSHRC will finalize its implementation plan, based on internal, interagency, interdepartmental and stakeholder consultations in response to the Calls to Action. In support of this, SSHRC will work with partners to explore ways to strengthen Indigenous capacity for research, through the agency’s Talent funding opportunities.

Insight: new knowledge in the social sciences and humanities

SSHRC’s Insight Program supports initial-stage research, experimentation with new methods, theoretical approaches and/or new ideas, and research on complex and important topics, including those that transcend the capacity of any one scholar or institution. Funding ranges from $7,000 to $2.5 million over one to seven years. In 2017–18, SSHRC will focus its plan on the following activities:

• Continue data management policy development: SSHRC will work with NSERC and CIHR to develop options for a data management policy for grant-holders, and validate these in consultation with the research community. This will be undertaken in alignment with Government of Canada Open Science objectives, and include engagement at the Research Data Alliance meetings in Montréal in fall 2017.

Connection: mobilization of social sciences and humanities knowledge

SSHRC has identified the following plans for 2017–18, which aim to connect social sciences and humanities research with Canadians and support the Minister of Science in delivery of the key commitment to re-insert scientific considerations into the heart of government decision-making:

• Facilitate evidence-based decision-making: SSHRC will support the expansion of outreach and engagement with government departments and related partners to inform decision-making and shed light on emerging issues. It will also strengthen corporate data governance processes that serve to describe, organize and assess the quality of corporate data in order to support decision-making and reporting. It will facilitate connection with other organizations by exercising leadership to promote data alignment across granting agencies.
• Organize symposiums for Imagining Canada’s Future: SSHRC will organize two major symposiums that address future challenge areas: Knowledge Systems of Aboriginal Peoples and the Impacts of a Globalized Society. SSHRC will also develop an implementation framework for the 2017–20 stage of the Imagining Canada’s Future initiative, which will experiment with design thinking approaches to stakeholder engagement.

Internal Services

• Modernize information management and information technology: SSHRC will, in partnership with NSERC, implement department-wide modernization and transformation initiatives to support programs, which include streamlining business processes to provide for a more user-centric experience, and improving adjudication, funding, reporting and access to information processes.

Statistics Canada

Plans at a glance

Access to data

Research based on accurate and reliable information supports innovation and open government. It also contributes to the development of evidence-based policies that foster the well-being of Canadians and a healthy Canadian economy. Therefore, the agency is committed to ensuring that academics and policy researchers can use Statistics Canada data to their fullest potential.

In 2017–18 and beyond, Statistics Canada’s microdata access programs will continue to increase the volume of data available to researchers through various venues. The agency will also diversify the data formats available, while protecting the confidentiality and privacy of respondents.

As the service provider for the Government of Canada’s Open Government portal, Statistics Canada continues to increase public access to government information by making its own data available on the portal and by making the portal easier for Canadians to use. Improvements include new data visualization capabilities for open maps, open data, open information and proactive disclosure.

Modernizing the informatics technology infrastructure

Statistics Canada is working in close collaboration with Shared Services Canada on a plan to migrate the agency’s data holdings to a modern, state-of-the-art enterprise data centre. Integral to this plan are the further strengthening of overall security and the protection of critical informatics technology from cyber threats.

Indigenous peoples

Statistics Canada will collect new information about First Nations people living off reserve, Métis and Inuit in the 2017 Aboriginal Peoples Survey as well as additional information on the labour market situation of Inuit living in Nunavut, providing insight into the situation of Indigenous peoples and informing a wide range of policies and programs.

Innovation and experimentation

Statistics Canada has a long history of innovation and experimentation. The agency has a number of initiatives underway, including using satellite imagery to gather data on crop yields, web scraping to collect price information and crowdsourcing to map buildings.

Key risks: things that could affect our ability to achieve our plans and results

The expectations of data users are rapidly evolving. Users require more sophisticated and timely data and analyses, while respondents face increased demands on their time. To remain relevant to users and to encourage survey participation among respondents, the agency must remain connected, adopt innovative methodological approaches, be fully mindful of respondent burden, and communicate the importance of the data it is collecting and releasing.

Trusted information is essential to decision making by governments, businesses and individuals. The production of reliable statistics, however, depends on the willing participation of respondents, and Canadians are more willing to provide their information to Statistics Canada because they are confident that the agency will keep it safe. Therefore, the potential for statistical errors and breaches in the confidentiality of information are among the agency’s key risks.

If users are assured that the agency’s statistics are timely, credible and of high quality, they will be less inclined to seek alternative, less-reliable data sources to obtain their information. Similarly, if respondents are assured that the information provided to the agency is kept secure and confidential, they will be more willing to participate in surveys.

To address these risks, the agency must continue to invest in and rely on the expertise of its employees. It must also continue to invest in robust infrastructure—both technological and methodological—to ensure the reliability, timeliness, scalability and security of its statistics.

Risk: The agency is unable to meet the rising expectations of stakeholders

Risk response strategy:

• Implementing and monitoring the Statistics Canada and Shared Services Canada plan to address IT infrastructure challenges
• Planning and delivering a proactive strategy for data IT infrastructure
• Integrated HR and business planning, recruitment strategies, learning and development curriculum and talent management
• Reporting on consultations with stakeholders and actions to address emerging needs

Risk: Statistical methods and techniques are misaligned with current and future societal expectations

Risk response strategy:

• Consideration of a holistic transformation in approach in communicating with Canadians
• Research/adoption of more modern statistical methods to combine different sources of information to produce and disseminate more data more quickly
• Look to increased uses of alternative data sources

Risk: A major error occurs in a key statistical report or program

Risk response strategy: 

• Perform thorough analyses and systematic data evaluation, and develop useful intelligence on the subject matter
• Test processes adequately when introducing changes, and adopt proper information-management practices
• Planning and delivering a proactive strategy for data IT infrastructure

Risk: A material breach of confidential or sensitive information occurs

Risk response strategy:

• Carry out continuous review of dissemination release procedures and processes, with a view to ensuring that information remains fully protected until official release time
• Continue to diligently apply the stringent protection measures defined in the Policy on Official Release
• Regular assessment of IT Security posture to ensure alignment with GC IT Strategy
• Provide training and awareness for Statistics Canada employees on matters related to security of classified and designated information

Planned results: what we want to achieve this year and beyond

Internal Services

One of the government’s priorities is to develop a set of common tools to deliver core internal services. To align with this priority, in 2017–18, Statistics Canada will begin to implement GCDOCS in phases. GCDOCS is a new electronic document and records management system that will allow the agency to keep records and manage electronic information in a way that is consistent with the rest of the public service.

Transport Canada

Planned results: what we want to achieve this year and beyond

Internal Services

• Support the Oceans Protection Plan by:
  • Introducing Information Management and Information Technology infrastructure to northern coastal communities;
  • Facilitating real-time data collection/updates, data sharing and data analytics with other Government of Canada departments;
• Create a data governance framework plan to:
  • Improve the quality and accessibility of TC’s information assets;
  • Inform evidence-based policy development and decision-making;
  • Support program and performance monitoring and other corporate reporting needs; and
  • Serve as the foundation of a Business Intelligence/Analytics program;
• Begin to implement the Government of Canada’s standardized plans for back-office transformation, including:
  • Introducing the new @canada.ca email system and data centres;
  • Transitioning to cloud-based computing, where appropriate;
    These transformations will improve the quality, timeliness and reliability of information for government-wide decision-making and reduce inefficiencies, duplication and administrative costs.
• Support the Government of Canada’s Destination 2020 agenda by establishing a standardized mobile architecture to:
  • Provide our inspectors with tablets so they can access the Department’s software applications live while conducting site inspections. This will allow our inspectors to:
    • Work more efficiently in real-time; and
    • Reduce paperwork and time spent on administrative tasks; and
  • Enable us to conduct business online in a standardized way via a centralized portal for regulatory authorization and supporting services; and
• Support the Government of Canada’s Third Biennial Plan to the Open Government Partnershipby continuing to implement our Open Government Implementation Plan. For fiscal 2017-18, this includes developing a strategy to proactively plan, assess, and release data/information to Canadians in open and accessible formats (e.g. using text files which any computer can open, as opposed to using proprietary applications, as these may limit access for certain individuals).

Transportation Safety Board of Canada

Plans at a glance

Strategic objective 1: Serving Canadians

The TSB will continue serving Canadians by conducting thorough investigations and safety studies, identifying risks, communicating lessons learned, sharing information openly, and advocating for changes that advance transportation safety by:

• Ensuring the timeliness and quality of investigations and safety communications
• Participating in the Open Government initiative
• Engaging our stakeholders

These actions align with elements of the government-wide priority of an open and transparent government.

Strategic objective 2: Improving core business process and products

The TSB will improve its core business processes and products in order to ensure continued relevance, efficiency and effectiveness in a constantly evolving world by:

• Revising our investigation policies, procedures and tools
• Revising our investigation reports

These actions align with elements of the government-wide priorities of: an open and transparent government, clean environment, strong economy, and diversity.

Key risks: things that could affect our ability to achieve our plans and results

Risk: Challenges to TSB’s Credibility

There is a risk that TSB’s operational effectiveness and credibility could be impacted if it fails to efficiently and effectively respond to requests for information and challenges to the TSB’s legislation, business processes and methodologies.

Risk response strategy: The TSB will:

• Review and update its investigation methodology, key business processes, the Manual of Investigations, as well as core investigator training;
• Review and make adjustments to the TSB’s regulations and explore the feasibility of modifying the Canadian Transportation Accident Investigation and Safety Board Act;
• Make more information and data available to the public through its website and the Open Data portal.

The TSB Executive Committee will monitor this risk through progress reports on a semi-annual basis.

Planned results: what we want to achieve this year and beyond

Internal Services

• Working with Library and Archives Canada to finalize the update of retention and disposal schedules for TSB records of enduring business value;
• Reviewing opportunities to increase the amount of information and data that the TSB proactively releases as part of the Open Government initiative;
• Monitoring government-wide initiatives relating to  internal services and systems, and implementing changes in accordance with prescribed schedules

Treasury Board of Canada Secretariat

Plans at a glance

The Secretariat will focus on five main priorities.

1. Open and transparent government

The Government of Canada is committed to governing openly and transparently.

In 2017-18, the Secretariat will accelerate and expand open data initiatives and will implement the Third Biennial Plan to the Open Government Partnership.

The Secretariat will revitalize access to information, including by creating a central website that will make it easier for Canadians to access government information and their own personal information.

It will also promote regulatory practices and processes that are open, transparent, informed by evidence and that advance regulatory cooperation, particularly between Canada and the United States.

2. Better service for Canadians

The Government of Canada is committed to meeting the rising expectations of citizens and businesses for better quality and more accessible government services.

The Secretariat will develop and implement a client-first service strategy to improve the experience of Canadians and businesses when dealing with the government. The strategy will involve enhanced use of technology, streamlined business processes, service standards and a culture of service excellence.

It will also lead efforts to align and modernize the government’s back office functions to support better services for Canadians.

3. Better oversight, information and reporting to Parliament

The Government of Canada is committed to improving financial oversight and to using the best available information.

The Secretariat will continue to work with Parliament and key stakeholders on a four‑pillar approach to modernizing the Estimates process. The modernization includes changing the timing of the Main Estimates so that they better reflect spending plans, aligning the scope and accounting methods of the Budget and the Estimates, developing plans to expand a purpose‑based vote pilot project that better links parliamentary appropriations to key spending areas, and enhancing departmental reporting through the implementation of Departmental Results Frameworks.

Key risks and opportunities: things that could affect our ability to realize our plans and achieve results

Key Risks

Insufficient capacity for delivery of government-wide initiativesThe Secretariat is playing an increasingly prominent role in government-wide initiatives and is leading a number of them:

• back office transformation
• open government
• development of a new service strategy
• revitalization of access to information

Leading these initiatives is a challenge, particularly in an organization as large and complex as the federal government.

In rising to this challenge, the Secretariat has so far focused on strengthening governance and on attracting, developing and retaining additional skills and talent. It has made some progress, but targeted action is needed as part of an overall approach that places more emphasis on results and benefits and on phased development and implementation. Efforts now will therefore focus increasingly on course‑correction and project gating, engaging with user communities, improving training strategies, and improving departmental readiness. The Secretariat will continue to support better coordination of government-wide initiatives and to strengthen the capacity for managing them.

Limited IT capacityMany priority initiatives depend on IT, and there is a risk that the Secretariat’s current IT infrastructure and expertise may not evolve fast enough to support the organization’s objectives.

The Secretariat has acquired new technology, taken steps to better use the current IT infrastructure and developed the internal expertise needed to support new platforms. The Secretariat will continue to improve IT capacity by working more closely with Shared Services Canada, by upgrading its email system and by developing disaster recovery plans for business‑critical systems.

Risk: Insufficient capacity for delivery of government-wide initiatives

Insufficient capacity to deliver government-wide initiatives may hinder the achievement of project objectives.

Risk response strategy: To manage this risk, the Secretariat will:

• Enhance the accountability of the governance structure
• Improve stakeholder buy-in
• Increase engagement with the user community
• Develop training tools that are aligned with users’ skill levels
• Develop mandatory testing and strategies that include gated reviews
• Develop procurement strategies that place more emphasis on value
• Bring departments on board as they become ready
• Strengthen project management capacity to better coordinate government‑wide initiatives

Risk: Limited IT capacity

Without enhancements to the Secretariat’s IT infrastructure, the Secretariat may not be able to deliver on some key priorities.

Risk response strategy: To manage this risk, the Secretariat will:

• Strengthen its collaboration with Shared Services Canada (SSC)
• Develop plans for increasing IT capacity through the use of alternate sources such as subscription services, software-as-a-service, infrastructure-as-a‑service and other cloud technologies
• Develop a high‑availability plan to provide support and disaster recovery for business‑critical systems such as email, GCDocs, Government of Canada Secret Infrastructure, and Microsoft Customer Relationship Management
• Improve recruitment, training, retention and succession planning for key positions and skillsets
• Engage with SSC to prioritize IT requirements, to set realistic objectives and to improve communications on strategic plans and deliverables

Planned results: what we want to achieve this year and beyond

Administrative Leadership

Planning highlights

The Secretariat will take action to:

• Make government more open and transparent
• Provide better service for Canadians
• Improve oversight, information and reporting to Parliament
• Provide leadership for the greening of government operations

Open and transparent government

Canadians have the right to access government records, including their own personal information held by federal institutions, with a few exceptions for reasons of privacy, confidentiality and security.

The government holds information and data that can inform how it makes decisions, how citizens interact with the government, and how businesses innovate. During consultations on open government, Canadians told us what they expect in relation to open data, open information and open dialogue. The government has therefore committed to making its information and data publicly available, wherever feasible, to provide public benefit, support citizen engagement, and strengthen accountability. Progress has been made through Canada’s Open Government portal to make data and information more accessible, but as of late 2014-15, only 45% of government departments and agencies had published data sets.

The government recognizes that the Access to Information Act has not kept pace with the modern digital environment and with public expectations. The Secretariat is taking action to update it and to implement the government’s commitments.

The Prime Minister mandated the President of the Treasury Board to:

• Accelerate and expand open data initiatives and make government data available digitally, so that Canadians can easily access and use it
• Work with the Minister of Justice and the Minister of Democratic Institutions to enhance the openness of government, including leading a review of the Access to Information Act to ensure that Canadians have easier access to their own personal information, that the Information Commissioner is empowered to order government information to be released and that the act applies appropriately to the Prime Minister’s and Ministers’ Offices, as well as to administrative institutions that support Parliament and the courts
• Strengthen oversight on government advertising and modernize the Communications Policy of the Government of Canada to reflect the modern digital environment

To support the President of the Treasury Board in fulfilling this mandate, the Secretariat will:

•  Expand and improve open data. The Secretariat will coordinate implementation of the Third Biennial Plan to the Open Government Partnership; increase the quality and visibility of federal data holdings; set measurable targets for the release of open data over the next five years; and collaborate with provincial, territorial and municipal partners to further standardize and harmonize the delivery of open government data across jurisdictions. Progress will be measured through an increase in the number of data sets available to the public.
• Promote dialogue on open government. The Secretariat will develop mechanisms to foster ongoing dialogue and to engage Canadians and the world in support of open government.
• Report publically on departmental progress. The Secretariat will develop a performance management framework for open government and will issue an annual report on departments’ progress on implementing Canada’s open government plans.
• Offer learning opportunities on open government. The Secretariat will develop learning opportunities on open government with support from the Canada School of Public Service.
• Increase fiscal transparency. More open information on government spending and procurement will increase fiscal transparency. The Secretariat, with support from Canadian Heritage, will increase access to consistent and searchable information on Grants and Contribution program funding.
• Monitor the implementation and results of the Treasury Board Policy on Communications and Federal Identity, which came into effect in 2016-17.
• Improve access to information. The Secretariat will support the President in working with the Minister of Justice and the Minister of Democratic Institutions to improve access to information through making changes to the Access to Information Act and to conduct a full review of the act, beginning in 2018.
• Create a central website for access to information and personal information. The Secretariat will create a central website where Canadians can submit requests to any government institution for access to government information and to their personal information.

Better service to Canadians

Canadians and businesses expect better quality and more accessible government services. Few online services offered to Canadians by federal government organizations focus enough on clients. Organizations have their own human resources, financial management and information management platforms; and there is limited integration of service delivery. The lack of client focus and service integration makes it difficult to achieve value for money through back office efficiency and to assemble consistent government-wide performance information.

The Prime Minister mandated the President of the Treasury Board to:

• Develop a new service strategy that aims to create a single online window for all government services with new performance standards
• Establish new performance standards, in collaboration with the Minister of Families, Children and Social Development, who is responsible for Service Canada, the Minister of Public Services and Procurement, the Minister of Democratic Institutions, and the Minister of Innovation, Science and Economic Development, and set up a mechanism to conduct rigorous assessments of the performance of key government services and report findings publicly

To support the President of the Treasury Board in fulfilling this mandate, the Secretariat will:

• Develop and implement a client‑first service strategy. Working with service delivery departments, the Secretariat will develop and implement a client‑first service strategy. This strategy will include a framework and plan for supporting government-wide improvements and integrated service delivery to Canadians and businesses. Progress will be determined by the percentage of clients who are satisfied with the delivery of government services.
• Support the development of service standards. The Secretariat will support departments in developing their service standards. Progress will be demonstrated by an increase in priority services that meet service standard targets.
• Report on government performance. The Secretariat will develop a government-wide approach to measure and report annually on performance, with a focus on client satisfaction. The first report will be issued in 2018.
• Lead large-scale government-wide transformation initiatives. The Secretariat will provide leadership through coordination, policy, guidance and oversight of government-wide initiatives to transform departmental corporate administrative functions.

Better oversight, information and reporting to Parliament

Some Treasury Board policies, such as those relating to procurement and certain policies relating to financial management, are outdated and do not reflect the principles of modern comptrollership. For instance, procurement processes often create barriers to the efficient delivery of programs and services because of a lack of prioritization, complex processes, red tape and risk aversion. Financial management policies are overly prescriptive and limit departments’ ability to take informed risks. This impacts approximately 22,000 public servants who deliver financial services and manage assets in support of federal programs.

The Prime Minister mandated the President of the Treasury Board to take a leadership role to review policies to improve the use of evidence and data in program innovation and evaluation, to generate more open data, and to establish a more modern approach to comptrollership.

To support the President of the Treasury Board in fulfilling this mandate, the Secretariat will:

• Complete the renewal of the Treasury Board policy suite and implement the renewed policies. The Secretariat is working to renew the suite of Treasury Board policy instruments to streamline requirements and to provide essential rules that have clear accountabilities, that are easy to find and apply, that increase the use of evidence and data, and that properly mitigate risks. The Secretariat will test the new policies in departments to determine whether they serve key business processes and incent behavioural change and will adjust the policies, if necessary. The Secretariat will work with the Canada School of Public Service to design a training curriculum to support the renewed policy suite.
• Modernize government procurement. The Secretariat will work with Public Services and Procurement Canada to streamline and simplify policy instruments so that they are less administratively burdensome, and so that they better support broader economic, social and environmental goals.
• Promote greater consistency in policy design. The Secretariat will develop a framework for providing guidance to departments on designing policy instruments so that policies are more consistent across federal departments and agencies.
• Promote experimentation. The Secretariat will work with departments to experiment with new approaches so that departments integrate ongoing innovation and measurement into policy and program design and delivery.
• Improve the functionality of the policy suite website. The Secretariat will introduce new features, such as support for multi-faceted searches.

Veterans Affairs Canada

Planned results: what we want to achieve this year and beyond

Internal Services

Planning highlights

• Align internal services in support of Government of Canada and Shared Services Canada direction;
• Expand intranet presence to optimize the sharing and exchange of information and resources available for all employees, particularly to support front-line staff;
• Continue to adopt and enhance information management and information technology solutions and work in partnership with Shared Services Canada in the modernization of existing operating systems

In support of the Department’s efforts toward experimentation and innovation, we will:

• implement a cognitive computing initiative through the creation of a virtual assistant to help VAC employees in validating or determining a course of action for complex Veterans situations; and
• leverage the shared case management system, in partnership with the Veterans’ Ombudsman, and implement an Ombudsman Complaint Tracking System.

Veterans Review and Appeal Board

Plans at a Glance

Reduce reliance on paper documents

The Board will continue to reduce its reliance on paper documents by incorporating more technology into its processes. These new processes will increase efficiency and reduce time lost mailing documents between the administration office in Charlottetown and hearing locations across Canada.

This service improvement project represents a major change in the way the Board operates: it involves new systems, new equipment, and new methods of sharing information so that Veterans’ applications move more quickly through the process without relying on paper.