Highlights from the 2019-20 Departmental Plans

April 11, 2019

On April 11, Treasury Board President and Minister of Digital Government Joyce Murray tabled the 2019-20 Departmental Plans on behalf of 88 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.

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

Plans at a glance and operating context

In 2019-20, the ATSSC will pursue innovation though the optimization of business processes and development of new practices. The ATSSC will further invest in maintaining its operational and procedural resiliency through a variety of information technology (IT) and corporate initiatives. Investments in e-enablement solutions, such as new or improved e-filing solutions, will better serve the tribunals, increase efficiency, and provide greater accessibility and service. Notably, the modernization of case management systems (CMS) will help tribunals to better meet their evolving business requirements and to manage their caseloads. These investments, along with the streamlining of existing processes and forms, and enhancements to tribunal websites, will help to modernize and enhance existing information management and information technology (IM/IT) capabilities, thereby improving the provision of services to the tribunals that it supports and, ultimately, strengthening access to justice.

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

Support services and facilities to federal administrative tribunals and its members

Planning highlights

In support of enhanced case management for tribunals, the ATSSC will continue to plan, design and implement solutions for case management to maximize operational efficiencies and improve access to justice. In particular, a new cloud-based case management system (CMS) will be implemented for a tribunal in 2019-20 to meet evolving business needs and assist in the management of caseloads. This CMS will leverage technologies, solutions, and practices that are strategically aligned with Government of Canada and market direction, and that will enable the tribunal to best meet the needs of its stakeholders. This CMS will also serve as a model that may be considered for other tribunals served by the ATSSC. In order to mitigate any risks associated with addressing critical IT infrastructure, the ATSSC will complete a health check assessment to specifically identify future CMS needs. It will also continue to provide ongoing support for existing systems that have already been enhanced or modernized. These solutions will enhance digital capabilities and support business improvements that help tribunals exercise their statutory responsibilities.

Agriculture and Agri-Food Canada

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

Internal Services

Strengthening service delivery and transparency

The Department will continue supporting client-centered, digitally enabled, and integrated services that meet stakeholder expectations and achieve quality results. Investments in digital technology will help to modernize how programs and services are provided to Canadians, including by enhancing accessibility through both phone and web-based channels, and improving ease-of-use. For example, efforts to increase the automation and artificial intelligence capabilities of the AgPal Program and Service Finder will further improve the client experience.

Agriculture and Agri-Food Canada will also explore digital mechanisms that secure two-way communication between clients and the Department. Employing a greater variety of tools to support collaboration with external clients will allow the Department to provide directed assistance to users, and solicit feedback on programming and service improvements. Leveraging digital technology also supports the Department’s own data management and results analysis.

Other activities in 2019–20 will include:

• implementing process improvements to ensure timely delivery of information, programs and services;
• using business intelligence to support better decision making and focus on achieving the best outcomes for the agricultural sector; and
• continuing to advance the Government of Canada Open Data and Open Information initiatives, by ensuring that the Department’s timely, useable, and relevant data and information resources are released to the public through the Open Government Portal.

Atlantic Canada Opportunities Agency

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

Internal Services

ACOA will implement IM/IT initiatives in support of the Government of Canada Strategic Plan for Information Management and Information Technology 2017 to 2021. These initiatives include a focus on gradually decommissioning legacy systems to adopt cloud services, and completing implementation activities for the GCdocs document management system.

Canada Border Services Agency

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

Internal Services

Advance modernization efforts

A review of the Agency’s existing technology ecosystem, including our national computing platform as well as operational technology at ports of entry, is underway to optimize functionality and performance, reduce duplication, eliminate low-usage technology, and upgrade aging systems and equipment. Additionally, the Agency will explore ways to address increasing demand, including enhancing the capacity of the technology ecosystem to facilitate national collaboration and increased knowledge sharing. These improvements will support efficient processing of travellers and goods, reduce critical system outages and related operational impacts, and strengthen cyber security defence mechanisms. They will also address the Agency’s enterprise risk relating to IT system resilience and will strengthen the Agency’s ability to respond to evolving business needs through timely and accurate access to data and information.

Concurrently, the Agency is undertaking a proof of concept on enterprise data quality, data visualization, and geospatial analytics to support data-driven decision-making. This work will serve to streamline manual processes through mechanized data capture. In addition, the establishment of cloud contracts with Shared Services Canada will support the Agency’s transition to cloud computing in accordance with the Government of Canada’s Cloud Adoption Strategy.

Canada Economic Development Agency for Quebec Regions

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

Economic Development in Quebec

Risks

Risk 1: Technology and information management

Because of the obsolescence of the financial system, the integrity of financial data used for decision making is at risk, which requires the continuation of our organizational transformation.

CED plans on reducing this risk by:

• undertaking certain activities that are part of our digital strategy, including the implementation of our new grants and contributions management system (Cortex) and of the SAP financial management system;
• assessing the condition of systems for each transformation project and preparing alternatives, if required;
• renewing our assets in terms of technological tools;
• following up on service requests concerning technological infrastructure that support related solutions; and
• effectively and diligently maintaining relationships with our technology service delivery partners.

Internal Services

Horizon 2021 initiative

Specifically, the projects and initiatives that will carry over into 2019–20 include:

• Implementing the digital strategy, developed to maximize the contribution of technology and information management. Initiatives in six spheres of activity—including digital services; modern technology; open, collaborative and data-driven ministry; and integrity and cybersecurity—will be deployed. For example, the transition from our current financial system to the common SAP financial management solution.

Canada Revenue Agency

Canada School of Public Service

Canadian Environmental Assessment Agency

Canadian Food Inspection Agency

Canadian Grain Commission

Canadian Heritage

Canadian Human Rights Commission

Canadian Institutes of Health Research

Canadian Intergovernmental Conference Secretariat

Canadian Northern Economic Development Agency

Canadian Nuclear Safety Commission

Canadian Radio-television and Telecommunications Commission

Canadian Space Agency

Canadian Transportation Agency

Civilian Review and Complaints Commission for the RCMP

Copyright Board of Canada

Correctional Service Canada

Courts Administration Service

Crown-Indigenous Relations and Northern Affairs Canada

Plans at a glance and operating context

Accelerating the Renewal of the Relationship with Indigenous Peoples

To renew the relationship, past injustices must be recognized and resolved and the paternalistic practice of developing priorities and solutions without Indigenous peoples must be abandoned. In the year ahead, the Department will:

Continue to support the implementation of the Truth and Reconciliation Commission’s Calls to Action that relate to federal roles, and continue to fulfill the Indian Residential Schools Settlement Agreement. We will also continue to work with provinces, territories, and civil society to advance the Calls to Action. The Truth and Reconciliation Commission identified 94 Calls to Action, 76 of which fall under federal or shared responsibility with other partners, implicating 25 federal entities. As of January 2019, out of the 76 Calls to Action, 63% are completed and work has already started on the remaining 37%.

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

Internal Services

Management and Oversight Services

The Department will work to promote greater accountability, transparency and oversight in its operations by conducting internal audits, evaluations, financial reviews and risk assessments. Through this work, the Department will ensure the appropriate use of human and financial resources and that programs and services are relevant, efficient, and effective. Special attention will be given to identifying, assessing and responding to the risks that may exist with the formation of CIRNAC as a new department. The Department is also continuing to work on ongoing and future proactive disclosure requirements for CIRNAC, including the Ministers’ offices, in support of open government.

The Department is continuing to advance its work to support better decision making and program reform through measuring and reporting on socio-economic gaps as well as other important well-being outcomes, such as health, language, and culture. We will continue to work with key partners including the First Nations Information Governance Centre in the delivery of health and socio-economic surveys, as well as Statistics Canada in the delivery of the Aboriginal Peoples Survey and other key national data initiatives related to Indigenous Peoples. In the context of supporting and advancing Indigenous self-determination, the Department will work closely with Indigenous partners to strengthen Indigenous data governance capacities and research innovation.

Information Management and Information Technology Services

Information Management and Information Technology services and solutions are regarded across the Government of Canada as key strategic enablers essential to achieving positive outcomes for Canadians. The importance of effective services and solution delivery for CIRNAC is heightened given the unique challenges that exist across remote locations in Canada, including the North. The Department will continue to work closely with Shared Services Canada and private sector partners in the provision of a stable Information Management and Information Technology operating environment, and in parallel will assume a leadership role in the development and implementation of Information Management and Information Technology strategies and solutions that will enable successful outcomes and service delivery.

Department of Finance Canada

Department of Justice Canada

Department of National Defence and the Canadian Armed Forces

Employment and Social Development Canada

Environment and Climate Change Canada

Financial Transactions and Reports Analysis Centre of Canada

Plans at a glance and operating context

The world’s financial systems are rapidly evolving. With the advent of artificial intelligence, machine learning, big data, predictive analytics, and distributed systems, the financial services industry is seeing an unprecedented level of digital disruption, such as the growing use of fintech, blockchain and cryptocurrencies.

With the increasing speed of change and the application of technology challenging traditional concepts of privacy, data security and ownership there is an increasing risk that organized crime groups, cyber criminals, human traffickers and terrorist organizations, may seek to manipulate any vulnerability in the financial system which would allow them to integrate the proceeds of their crimes into the legitimate economy. More so, serious and organised crime has sought to exploit professional facilitators to support the growth of their criminal enterprises, conceal illicit wealth and frustrate law enforcement efforts.

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

Internal Services including Privacy Protection

FINTRAC’s Internal Services support the Centre’s core responsibilities and programs. A key priority is ensuring the protection of personal information entrusted to FINTRAC. More specifically, all facets of FINTRAC’s operations are subject to rigorous security measures that ensure the safeguarding of the Centre’s physical premises and IT systems, including the handling, storage and retention of all personal and other sensitive information under its control. Internal Services also support the development and delivery of effective and integrated services, policies, advice and guidance in the fields of finance, human resources, security, communication, procurement, administration, information management, and information technology. The overall objective of the program is to ensure that FINTRAC has the proper capacity, processes and systems to allow its workforce to focus on, and perform well, in meeting their operational objectives and core mandate.

Over the planning period, Internal Services will focus on activities that leverage advancements in information technology, enhance the leadership capacity of FINTRAC’s workforce, and adapt the Centre’s security posture to an ever-changing environment while ensuring its information, assets and services are protected against compromise. To realize these objectives, FINTRAC will undertake the following activities:

• Continue to advance the Centre’s strategic policy and planning objectives, and ensure productive and effective relations with federal, provincial, territorial and international governments, as a key contributor to Canada’s AML/ATF regime.
• Following the introduction of FINTRAC’s new strategic plan and to reinforce good governance, ensure strategic consideration is given to the provision and sustainability of resources and systems necessary to achieve program outcomes. This will be achieved by creating multi-year plans for many of the program areas, such as, a Departmental Security Plan, a People and Culture Strategy, a Communication Strategy, an IT Strategy, and a Data Strategy.
• Align FINTRAC’s operational plan and investments with the new strategic plan to ensure advancement of its change agenda, including the implementation of FINTRAC’s new analytics system, preparing the Centre for the move of its headquarters, the implementation of new legislation and regulations, the Financial Management Transformation, the planning and execution of FINTRAC’s transformational Information Technology (IT) Infrastructure renewal in collaboration with SSC with particular focus on maintaining the integrity of the Centre’s current infrastructure, consolidating networks and exploring innovative technology that will enhance effectiveness, such as machine learning and artificial intelligence.
• Ensure the ongoing integrity of our privacy protection and security regime by evaluating options and implementing appropriate measures to prevent data loss, actively monitor systems for indications of inappropriate access, use, or disclosure, and attempts to defeat security protocols, and by engaging SSC to ensure the ongoing protection of FINTRAC’s information holdings.

Health Canada

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

Internal Services

Modernizing the workplace to enable a safe and productive workforce with access to modern tools and facilities:

The Department will focus on innovative improvements to processes, systems and controls through the implementation of information system enhancement projects. The Department will continue to improve workplace safety and productivity through a number of initiatives such as implementing the National Accommodation Strategy, implementing GCDocs, enhancing IM-IT Security awareness, and the development of an integrated data strategy, all aligned with Government of Canada direction.

Immigration and Refugee Board of Canada

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

Refugee protection claims and refugee appeals

In an environment where the IRB has insufficient capacity to meet intake, the Board’s plans for the year ahead are focussed on improving productivity and quality in refugee protection and refugee appeal processing. In this regard, key initiatives include:

• Adopting modern digital tools, such as digitized case files, standardized electronic forms and simple electronic processes, to improve the experience for all parties, including those appearing before the IRB and their counsel.
• Using data analytics to enhance consistency of outcomes.

Internal services

In 2019–20, the IRB will continue to strengthen accountability and results through a review of its governance and accountability framework, including in relation to planning and performance reporting against outcomes. The Board will also continue to plan, execute and monitor human resources, accommodation and Information Management / Information Technology (IM/IT) services in support of additional decision-making capacity provided by Budget 2018.

In the year ahead, the Board will make efforts to bolster its data management and analytics capability to support adjudicative processes including triage and case management across all divisions as well as improve situational awareness of tribunal performance to inform management decisions. This will be achieved through the establishment of an IRB data strategy, a centre of excellence for data analytics and a chief data officer.

From an IM/IT perspective, the IRB, working closely with Shared Services Canada, will focus on enhancing networks, systems and applications to ensure operational resiliency and redundancy. In addition, investments in digital tools and technologies will be made to support process automation, improved interoperability of systems across immigration portfolio organizations and digitization goals across all the divisions, including the establishment of a client portal.

Immigration, Refugees and Citizenship Canada

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

Internal Services

Transforming the client experience

In 2018, IRCC simplified the information provided to clients in their “My immigration or application” account to include more meaningful case status text in addition to launching a service standard progress bar for Express Entry applicants. This latter initiative will be expanded to other lines of business in 2019. IRCC also plans to implement other innovative tools such as a notification functionality to proactively communicate with clients regarding their applications. By offering more meaningful information, IRCC hopes to reduce the need for people to seek support via other avenues, particularly through Access to Information and Privacy requests.

Workplace transformation at IRCC

The Department continues to assess opportunities associated with digital transformation and the delivery of information management and information technology services required to deploy IRCC’s programs and services. The Department will continue to invest in its information technology systems’ capacity and infrastructure required to support growth and functionality for users, as well as enable more efficient processes to reduce application processing times.

Indigenous Services Canada

Plans at a glance

Establishing Quality Education

Despite steady improvements over the years, the gap in educational attainment between Indigenous peoples and non-Indigenous Canadians remains unacceptable. About 70% of First Nations and 56% of Inuit (age 25 to 64) have completed high school, compared to a completion rate of 89% for other Canadians. The gap in educational attainment prevents Indigenous peoples from contributing to, and fully benefiting from participating in the Canadian economy and society, and perpetuates socio-economic inequities between Indigenous peoples and other Canadians. The Government of Canada is taking action to close these gaps, through significant new investments in elementary, secondary, and post-secondary education. ISC is also co-developing new approaches and concluding regional education agreements that strengthen Indigenous self-determination.

To achieve quality education and higher graduation rates, the Department will coordinate its efforts on several fronts, including; ensuring First Nations schools have the resources needed for students to succeed; supporting the integration of languages and culture into the classroom; providing greater access to early learning opportunities; and strengthening First Nations control of First Nations education.

Over the course of 2019–20, the Department will continue implementing the historic $2.6 billion in investments made since Budget 2016 in education and focus on the following key commitments:

• Implementing a co-developed new policy framework for First Nations elementary and secondary education which is aimed at improving the way First Nations and First Nations education organizations are funded by ISC;
• Continuing to work with First Nations partners to co-develop and implement options to strengthen regional approaches and First Nations control of First Nations education;
• Supporting the development and implementation of an Indigenous Early Learning and Child Care Framework to improve access to high-quality, inclusive, early learning and child care programs for Indigenous children across Canada;
• Advancing distinctions-based strategies that provide support to First Nation, Inuit, and Métis Nation students pursuing post-secondary education; and
• Developing and implementing First-Nations led education models that provide students with high quality, culturally-relevant schooling experiences that lead to improved outcomes.

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

Health and Social Services

3. Indigenous students receive an inclusive and quality education

Despite steady improvements over the years, educational achievement gaps between Indigenous peoples and non-Indigenous Canadians remain unacceptable. These gaps prevent Indigenous peoples from contributing to and fully benefiting from the Canadian economy and society, and perpetuate socio-economic inequities between Indigenous peoples and other Canadians. Building on key Ministerial commitments, the Department will continue to work with Indigenous partners to improve current and future program delivery to ensure that Indigenous students receive a high-quality education that improves outcomes.

In 2019–20, the Department will work with Indigenous partners to:

• Implement a co-developed new policy framework for First Nations elementary and secondary education aimed at fundamentally improving the way the funding is provided to First Nations and First Nations education organizations. Beginning in 2019–20, the Department will begin implementing a series of new, formula-based, regional funding models to ensure that students attending First Nations schools are supported by predictable base funding comparable to students in provincial education systems. The new co-developed funding approach also includes increased investments in First Nations language and culture programming and full-time kindergarten at on-reserve schools;
• Develop and implement First-Nations led education models that provide students with a high-quality and culturally-relevant education that improves outcomes. This will include continued investments in institutional capacity building, research and innovation as well as strengthened partnerships between First Nations and provincial and territorial education systems. It will also include the development of regional education agreements that respond to the education goals and priorities set by First Nations;
• Advance co-developed post-secondary education strategies that respond to the different priorities of First Nations, Inuit and Métis partners. This will be informed by the results of the recent comprehensive review of federal post-secondary education programming; and
• Continue delivering programs as part of the Youth Employment Strategy to promote First Nations and Inuit access to skills and work experience programs.

Internal Services

Management and Oversight Services

The Department will work to promote greater accountability, transparency and oversight in its operations by conducting internal audits, evaluations, financial reviews and risk assessments. Through this work, the Department will ensure the appropriate use of human and financial resources and that programs and services are relevant, efficient, and effective. Special attention will be given to identifying, assessing and responding to the risks that may exist with the formation of ISC as a new department. The Department is also continuing to work on ongoing and future proactive disclosure requirements for ISC, including the Minister’s office, in support of open government.

The Department is continuing to advance its work to support better decision making and program reform through measuring and reporting on socio-economic gaps as well as other important well-being outcomes, such as health, language, and culture. We will continue to work with key partners including the First Nations Information Governance Centre in the delivery of health and socio-economic surveys, as well as Statistics Canada in the delivery of the Aboriginal Peoples Survey and other key national data initiatives related to Indigenous Peoples. In the context of supporting and advancing Indigenous self-determination, the Department will work closely with Indigenous partners to strengthen Indigenous data governance capacities and research innovation.

Information Management and Information Technology Services

Information Management and Information Technology services and solutions are regarded across the Government of Canada as key strategic enablers essential to achieving positive outcomes for Canadians. The importance of effective services and solution delivery at CIRNAC and ISC is heightened given the unique challenges that exist across remote locations in Canada, including the North. As well, the services offered by ISC have increased with the addition of the First Nations and Inuit Health Branch, and with this important portfolio comes new challenges and opportunities. The Department will continue to work closely with Shared Services Canada and private sector partners, in the provision of a stable Information Management and Information Technology operating environment and in parallel will assume a leadership role in the development and implementation of Information Management and Information Technology strategies and solutions that will enable successful outcomes and service delivery.

Infrastructure Canada

Plans at a glance and operating context

Priority 3: Strengthen capacity in data, research, and performance measurement to support evidence-based policy making/program design and to communicate results.

Communities should be guided by the best evidence as they plan, build and maintain modern, resilient and green infrastructure. That’s why Infrastructure Canada, in partnership with Statistics Canada, is enhancing its availability of data about the state and performance of the country’s infrastructure assets. The data will enable all users, including Infrastructure Canada, to make evidence-based decisions about their infrastructure investments, identify opportunities for innovation and deliver concrete results that improve the quality of life of all Canadians.  In 2019-20, the Department will work actively to:

• Maintain Canada’s Core Public Infrastructure (CCPI) survey, produced with Statistics Canada to determine the trends and impacts of public investments in infrastructure assets.
• Continue to support new ways to improve data collection and analysis to provide a more comprehensive understanding of the national state and performance of public infrastructure.
• Launch the Research and Knowledge Initiative, a new contributions program that will support data and research projects by stakeholders that generate knowledge and enable evidence-based decision-making in infrastructure and community building.
• Ensure collaboration with and support of the Canada Infrastructure Bank as it collects, develops, uses and shares high-quality data on infrastructure to help governments build capacity to make evidence-based decisions.
• Research, develop, use and share high-quality data on innovative funding and financing and partnership approaches to support evidence-based policy decisions.
• Ongoing due diligence review of P3 Canada Fund projects to ensure they are demonstrating value for money.
• Make improvements to programs based on the 2018 evaluation of the New Building Canada Fund.
• Learn from and continue to implement thematic evaluations to assess the support provided to the territories.
• Develop a departmental data strategy, aligned with the Government of Canada’s Data Strategy, to support evidence-based policy-making and program planning.
• Develop analysis and policy approaches that support evidence-based infrastructure investments and enhancements to INFC programming over the short- to medium-term.
• Undertake a Gender-based Analysis Plus (GBA+) assessment during the planning of new programs and the approval of major projects to ensure federal investments benefit all Canadians.
• Engage with academics, private sector experts, other levels of government and key stakeholders to inform enhancements to INFC programming and policies.
• Work to ensure transparent information about infrastructure investments in rural communities is available for citizens.

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

Internal Services

The Department will continue to investigate the extent of Canada’s infrastructure gap through the development of a data strategy. As a planning tool aligned with the Government of Canada’s Data Strategy, it will inform and guide infrastructure policies and programs to ensure that the country’s stock of public infrastructure meets the economic, social and environmental needs of all Canadians.

Innovation, Science and Economic Development Canada

Plans at a glance and operating context

Accelerating Canada’s Innovation and Skills Plan

ISED will continue to advance the digital skills, know-how and infrastructure necessary to promote inclusion and participation in the digital economy and prepare Canadians for the jobs of tomorrow through its suite of programs, such as Digital Skills for Youth and funding provided to Mitacs Research Internships, which support work-integrated learning placements. ISED’s Connect to Innovate program will help bring high-speed Internet to new rural communities across the country. The Department will also lead work with provincial and territorial partners to develop a long-term Canadian connectivity strategy to improve access to high-speed Internet services for all Canadians.

To ensure the ongoing success of the Innovation and Skills Plan, ISED will also use the National Digital and Data Consultations to inform how Canada can drive digital innovation, prepare Canadians for the future of work and ensure they have trust and confidence in how their data is used. For example, building on Canada’s strong research foundation in artificial intelligence and work under the Pan-Canadian Artificial Intelligence Strategy, ISED will remain active at home and abroad to position the country as a leader in the field to ensure Canadians reap the benefits, while supporting responsible adoption that safeguards Canadians.

Delivering on Canada’s Science Vision

ISED will continue to support the implementation of the government’s historic investments in research and next-generation scientists, as part of the long-term vision for the future of science and research in Canada. Investments include a focus on promoting diversity and empowering more women, Indigenous peoples and those otherwise underrepresented in research to pursue a career in the sciences. The vision’s priorities will also include strengthening science and evidence-based decision-making, as well as ensuring better collaboration between government and academia — to inform science-related policy that Canadians count on for questions such as keeping their air clean, their food safe and their water fresh. Investments under the Digital Research Infrastructure Strategy will advance another key priority: delivering more open and equitable access to essential digital research tools and services to researchers across Canada to strengthen their ability to harness big data and conduct world-class research. Investment in science and research is essential to innovation and fundamental to ensuring Canada’s workforce is equipped to take on the rapid pace of change today, and the challenges on the horizon.

Operating context

Digital transformation is changing business models and the future of work. Technology is digitizing and automating every aspect of our lives—and it is happening much faster than anyone ever imagined. Technology is challenging every industry and every worker. New jobs and companies that never existed before are now being created. To respond to the pace of technological change, Canadians need to stay as open and flexible as possible and adopt new technologies and learn the skills necessary to prepare for the jobs of the future.

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

People, Skills and Communities

The People and Skills pillar of Canada’s Innovation and Skills Plan supports Canadians throughout their lifetimes, ensuring firms have the talent they need to grow. From inspiring youth to pursue careers in coding to lifelong skills development, its interconnected suite of programs use partnerships to build a resilient and skilled workforce for the future.

In 2019-20, ISED will continue to support Mitacs’ program for work-integrated learning placements for post-secondary students and graduates, which is on track to reach 10,000 a year by 2021-22. ISED’s Digital Skills for Youth (DS4Y) – a component of the interdepartmental Youth Employment Strategy — launched in 2018-19, connects recent post-secondary graduates with small businesses or not-for-profit organizations to learn in-demand digital and soft skills through a work-integrated learning experience. DS4Y will provide up to 630 internships to underemployed graduates across Canada, offering them meaningful work experience to help them transition to career-oriented employment. To encourage diverse participation, delivery organizations eligible for funding include Indigenous governments, Band Councils and other not-for-profit groups representing Indigenous people.

The development of digital skills will also be supported through the $29.5 million Digital Literacy Exchange program, which will support the delivery of fundamental digital literacy training to ensure no one is left behind in the digital world. It is focussed on serving underrepresented groups, including persons with disabilities, Indigenous people, individuals whose first language is not English and those who have not completed high school. ISED is providing project funding from 2018-19 to 2021-22 to support not-for-profit organizations that will deliver training for Canadians who would benefit from improved skills and confidence in using computers and the Internet safely, securely and effectively.

In 2019-20, ISED will also co-fund up to 6 additional projects under the Accessible Technology Program. Led by the private sector, not-for-profit organizations and research institutes, these projects notably develop affordable assistive and adaptive digital technologies that remove barriers to employment faced by Canadians with disabilities.

Technology is not only accelerating change but transforming industries and business models. Strong connectivity and access to high-speed Internet is necessary to live, study and work in today’s digital world. Through various initiatives, ISED works to bridge the digital divide and ensure that all Canadians have access to the infrastructure needed to participate in our digital economy.

In 2019-20, ISED will continue its leadership role in developing a Canadian connectivity strategy with provincial and territorial partners. A topic at the upcoming spring 2019 meeting of federal, provincial and territorial ministers responsible for innovation and economic development, the goal of the strategy is to improve access to high-speed Internet services for all Canadians, including those in rural, remote and Indigenous communities. The national strategy represents a key component of ISED’s response to the Fall 2018 Report of the Auditor General of Canada on Connectivity in Rural and Remote Areas and will be informed by the findings of the 2018 National Digital and Data Consultations.

ISED’s Connect to Innovate (CTI) program will continue bringing high-speed Internet to rural and remote communities in Canada by supporting “backbone” infrastructure to connect institutions, such as schools and hospitals, as well as “last-mile” infrastructure to connect households and businesses. The program will invest up to $500 million by 2021 to ensure these communities across Canada are well positioned to take advantage of the opportunities afforded by the digital age. As of December 2018, more than $466 million has been committed towards 180 announced CTI projects. These projects cover 900 communities, three times the original target of 300, including an unprecedented number of projects that will benefit the North and Indigenous peoples. In 2019-20, all CTI projects will have been announced and contribution agreements signed, and it is expected that up to one-quarter of projects will be complete.

ISED will help connect hundreds of thousands of low-income Canadians to the Internet through its support to the Connecting Families initiative. Participating Internet service providers (ISPs) are voluntarily contributing to the initiative by offering $10 Internet service to eligible low-income families. In addition, up to 50,000 refurbished computers will be provided to eligible families at no cost through the existing Computers for Schools (CFS) program. In 2019-20, ISED will increase the number of ISPs participating in the Connecting Families initiative and ensure up to 12,500 computers are delivered. Connecting Families builds on 25 years of success for the CFS program. In 2019-20, in addition to delivering the new low-cost Internet initiative, CFS will refurbish an estimated 70,000 computers and provide approximately 250 internships.

Internal Services

Agile

In 2019-20, ISED will begin the implementation of a departmental Integrated Data Strategy aligned with the Government’s Data Strategy, a whole-of-government approach to creating, protecting, using, managing and sharing data as a strategic asset to enable informed decisions that lead to better outcomes and services to Canadians. This will result in improved information for evidence-based decision-making, and will support the government-wide drive for greater openness and transparency.

Invest in Canada Hub

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

Partnership and Strategy Development

Relevant and up-to-date information is vital to foreign direct investment attraction. Leveraging the skills of its Information, Data and Partnerships business function, Invest in Canada will work closely with other federal departments and partners to ensure data and state of the art tools are available such that potential investors have access to relevant information to assist in their decision-making process. A Memorandum of Understanding, now in place with Statistics Canada, will provide investors information related to labour, salary and other areas. This arrangement paves the way for the future development and sharing of other essential data for investors, positioning Canada well against competitors in addressing investor informational needs.

The investment attraction landscape in Canada involves many players and can be complex for potential investors. Ongoing stakeholder engagement with federal, provincial, territorial and municipal governments and industry will be undertaken to enhance and evolve IiC’s businesses.

Priority will be placed on equipping Invest in Canada’s iServices team with quality and thorough business intelligence that will help them help investors navigate the investment landscape and enhance our customer service offerings as well as inform the marketing and branding efforts. Invest in Canada will work with its government partners to identify information gaps and develop a long-term data strategy that will find solutions based on economic indicators, market intelligence and crosscutting partnerships across government.

Taking a collaborative approach to data collection and analysis will ensure all of the Agency’s business functions are working towards high-value outcomes. We will use a sophisticated CRM tool to develop an evidence-based, data and market intelligence dashboard to compile and track information, track deal flows, streamline protocols and identify strategic research projects.

The coordination and dissemination of data will provide Invest in Canada, its government and industry partners with a big picture view and actionable insights to ensure we are aiming our marketing efforts strategically, targeting the right investors and responding to their needs appropriately.

In 2019-20, Invest in Canada will prioritize several key tactics to achieve the stated departmental result, including but not limited to:

• Developing, implementing and executing data and intelligence strategies, protocols and research projects that allow Invest in Canada to gain a big picture understanding of economic indicators and actionable marketing intelligence insights.
• Building relationships with provincial, territorial and municipal partners to establish policies related to data governance and coordinate FDI attraction efforts.
• Cataloguing and evaluating data/tools/subscriptions necessary for FDI modelling

Internal Services

Corporate Information Management (IM) / Information Technology (IT) systems: The provision of corporate IM/IT systems will be through arrangements that draw on leading edge technology – working with Shared Services. Currently, the Agency is collaborating with the GOC CIO, and Shared Services Canada on an Office365 pathfinder for the Government of Canada, and based on success to date, will be the IM/IT platform adopted by the organization. In 2019, priority will be given to the development of an organization-wide disaster recovery and business continuity plan as well as the development of a performance metrics, KPIs and dashboard tracking.

Operational IM/IT systems: State of the art technology to facilitate superior client support to investors and provide quick and easy access to information will be put in place. Business intelligence tools will be implemented to support the information requirements of potential and current investors. At the same time a client relationship management (CRM) system will continue to be phased in across the Agency. These tools will also support internal decision-making regarding potential investors and service investor clients.

Library and Archives Canada

Military Grievances External Review Committee

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

Internal Services

To support the Government of Canada in its improvement of providing its services digitally, throughout the year, the Committee will establish governance and strategic direction that ensures integrated and effective management of services, information, technology, and cyber security. It will also take into account government best practices and digital standards, and promote the government’s open data and open information initiatives by publishing more resources and inventories of data and information via the Open Government Portal.

Military Police Complaints Commission

Chairperson’s Message

To carry out our oversight mandate as Parliament intended, we must have timely access to the essential information we need to monitor and investigate complaints.

Our ability to deal with complaints involving sensitive information in a credible and more time and resource-effective manner would be greatly enhanced if we were a ‘designated entity’ under the Canada Evidence Act‘s Section 38 schedule. The alternative is a time-consuming challenge to the Federal Court. Therefore, the MPCC will make it a priority in the coming year to work on an intradepartmental and interdepartmental basis to make this change a reality.

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

Independent oversight of the Military Police

During the 2019‑20 fiscal year, the Military Police Complaints Commission of Canada will:

• Seek to be listed on the schedule of designated entities under the Canada Evidence Act which would allow the MPCC to receive records containing sensitive information relating to international affairs or to national defence or security without going through cumbersome and time consuming procedures in the Federal Court

Internal Services

During the 2019‑20 fiscal year, the Military Police Complaints Commission of Canada will:

• Develop a new departmental Security Plan and Business Continuity Plan to align with the new policy on Government Security;
• Finalize the migration of corporate services files to the new Electronic Document and Records Management System (EDRMS) to improve the effective and continuous information management at the MPCC.

National Battlefields Commission

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

Internal Services

Acquire and set up an integrated records management system (administrative and archival)

National Energy Board

Plans at a glance and operating context

Data and Information Management

The NEB needs to transform to become more data and information driven so Canadians will have better access to knowledge, research, and decision making.

The organization is investing in its data, analytics and information management systems to ensure that the organization’s analysis, reports and statistical trends are optimized and more accessible to Canadians.

The National Energy Board’s transformation will be supported by delivering on its commitments under the Open Government initiative, advancing signature data projects, and providing relevant and localized data. Within the organization, this means taking steps to modernize processes, including building greater data skillsets and capacities (through partnerships with academic institutions, for example), developing a culture of innovation and experimentation, and modernizing data systems.

By giving the public access to the NEB’s data and information, they will be able to come to their own conclusions, rather than just accepting the regulator’s word for it. Through this transformation – it is expected there will be an increase in the public’s trust of Canada’s energy regulatory framework as well as its energy information.

In 2019–20, the NEB will: move further towards digital service delivery; ask its stakeholders about their data requirements and work to provide the right information – and more localized information – to meet those needs; and add information about Indigenous communities to the NEB’s existing interactive pipeline map.

Key Risks

Risk: Disclosure of NEB or industry information

Accidental or inappropriate disclosure of NEB or industry 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 Tolerance: Mitigate

High Level-Risk Response Strategy:

• Compliance with guidelines, policies and directives on IM/IT security from TBS and the Chief Information Officer Branch
• Ongoing IM/IT system testing including, but not limited to, training of staff, increased awareness of staff roles and responsibilities for IM/IT security, updating guidelines and manuals, physical testing of systems, etc.
• Ongoing assessment of protocols and guidelines for how information is transmitted and stored.
• Physical security controls; Increase capacity of specialized IT resources, continue implementation of IT security controls and adherence to Shared Services Canada guidelines;
• IT security controls in place
• Training on aspects of information security provided to staff;
• Ongoing training, guidelines, manuals and testing of staff.

Measurement: Assigned risk ownership and quarterly risk monitoring and reporting to gauge the effectiveness of risk responses

Risk: Incomplete data and information

Incomplete data and information that could result in a compromised ability to conduct analysis, deliver on regulatory initiatives, or provide accurate information to the public.

Risk Tolerance: Mitigate

High Level-Risk Response Strategy:

• Review of the data ecosystem to ensure data is relevant, accessible and accurate
• Modernize data and information processes and systems to ensure analysis, reports and statistical trends are optimized and more accessible to Canadians
• Increase capacity for specialized data science resources
• Explore the use of NEB data through experimentation to inform and support regulatory initiatives
• Continue to deliver on commitments under Open Government

Measurement: Assigned risk ownership and quarterly risk monitoring and reporting to gauge the effectiveness of risk responses

Risk Analysis

4. Accidental or inappropriate disclosure of NEB or industry information.

The public’s increasing appetite for energy and pipeline information has been a primary factor in the NEB’s ramped up efforts to provide Canadians with accessible and transparent data. The organization is committed to protecting the data and information it manages as the inadvertent disclosure of sensitive information has the potential to impact financial markets, pose a breach of Government Security, or lead to a loss of public trust. Physical and information technology security controls and improvements, coupled with ongoing employee training, will help mitigate this risk.

5. Incomplete data and information.

The public’s increasing appetite for energy and pipeline information has been a primary factor in the NEB’s ramped up efforts to provide Canadians with accessible and transparent data. The NEB will continue to streamline its management practices in order to reduce the risk of incomplete data and information. Increasing the NEB’s regulatory performance relies upon a robust approach to data and information management. In addition to increasing its focus on data collection and analysis, the NEB is growing the amount of pipeline safety performance information it makes available to Canadians. The organization’s emphasis on the digital public environment is also reflected in the recent creation of a new NEB Business Unit that is solely focused on the management of data and information. Its function will be to review the entire organization’s data ecosystem and work to ensure the information is complete, relevant, accessible and accurate.

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

Internal Services

Experimentation

The NEB is investing in its data and information management systems to ensure the organization’s energy information is more accessible to Canadians and its own employees, which will enable data-driven decisions. More broadly, the Data and Information Management program will support each of the NEB’s Core Responsibilities in their use of data and help drive a culture of experimentation. This will be done by trying and testing, on a small scale, new solutions to data challenges before full-scale implementation. Should the experiments fail, the organization will apply the lessons learned to the next solution as it works towards continuous innovation. This approach will be applied to projects and activities aimed at, for example: increasing capacity for data science; signature data projects (such as the ‘Code for Canada’ project to update REGDOCS); and improving the data ecosystem of the NEB.

National Film Board

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

Content Accessibility and Audience Engagement

Conserving and preserving the NFB’s collection

In 2019–2020, the NFB will continue to digitize its inactive collection and to implement its 2016–2020 Technology Plan. In conjunction with the NFB headquarters move to the Quartier des Spectacles, the NFB will be relocating the conservation rooms (“vaults”) that house its audiovisual archives as well as its digitization activities. With the same objective of ensuring the accessibility and sustainability of its works, the NFB’s research and development team will do more in-depth work on the strategy for conserving interactive digital productions, to maintain the organization’s leadership in this field.

Internal Services

Relocating the NFB’s headquarters and its conservation rooms

The NFB’s headquarters and conservation rooms are being relocated at the start of fiscal year 2019–2020. Two years of intensive planning have paved the way for this move, which constitutes a major challenge for the NFB. An institutional business-continuity plan will be developed so that the organization can adjust to these special circumstances. In addition, the NFB’s governance structure, composed of 15 subcommittees reporting to a Management Committee, will continue its work during the year following the move to ensure a smooth transition and sound change-management in the context of this massive undertaking. These steps have been taken to mitigate the risk of a major interruption in business continuity due to the relocation, which will affect 330 employees working in the areas of creation, production and distribution of audiovisual works, and in audiovisual technical services.

Modernizing the NFB’s management tools and pursuing its technology development strategy

The NFB must provide a setting that’s conducive to innovation, which requires a flexible, modern infrastructure that can support emerging production and distribution formats. To remain a key player in the digital universe, the NFB must make sure its tools and technologies are up to the challenge. Toward this end, in 2019–2020 the NFB will continue to implement the following:

• deploying the initiatives set out in the 2016–2020 Technology Plan to enrich the process of creating NFB works, provide better access to them, and achieve greater operational synergy. To achieve this, a multidisciplinary team will be working on linking the Media Asset Management system (a digital asset-management tool) with the NFB’s public viewing platforms;
• developing the NFB’s own creation and distribution ecosystem to strengthen its ties and collaborations with partners and artists and between NFB studios, regardless of which discipline they work in or where they’re based in Canada. The equipment upgrades the NFB will be doing as part of the process of relocating its offices demonstrate its commitment to remaining a centre of innovation and excellence for audiovisual production;
• after the move, establishing a document structure for each team and beginning to implement the GCdocs document-management system.

Natural Resources Canada

Plans at a glance and operating context

Our focus for 2019-20

Ensuring our decisions and actions are grounded in transparent and robust science

Federal science is critical to maintaining Canada’s competitive advantage, building a more sustainable resource future and meeting the highest standards of stewardship. NRCan will continue to develop and use experimental approaches to leverage innovative scientific knowledge and data for informed decision-making. Experimentation allows the Department to make sound decisions related to the allocation of resources, magnify the impact of policy and more positively impact the lives of Canadians.

NRCan will implement its scientific integrity policy, which will continue to ensure the rigour, relevance and reputation of NRCan expertise, while encouraging researchers and scientists to speak freely about their scientific work. Effective science policy integration will ensure that departmental decisions and actions are informed by scientific insights and evidence and that policy priorities are guided by scientific activities.

As part of ensuring transparency and sharing information on resource development projects, including on their cumulative effects, NRCan will co-lead, with Environment and Climate Change Canada the development of an online Open Science and Data Platform, providing public access to the science and data that supports decision-making on major projects.

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

Natural Resource Science and Risk Mitigation

NRCan’s science and technologies will ensure that Canadians have access to cutting-edge research to inform decisions on the management of natural resources

Canada is a vast country with 10 million km2 of onshore land and an additional 7 million km2 of offshore lands. This vast geography has required long-standing efforts in mapping both the surface and sub-surface of our country. To help in these efforts the Department provides geospatial data through its GeoBase program. This data provides a foundation that informs the science and mapping work for the Department, other federal departments and the provinces and territories. NRCan also uses a variety of assets such as satellite ground stations to collect valuable data on the status and trends of our changing lands, water and infrastructure. With the launch of the new federal RadarSat Constellation Mission satellite, the Department will receive data for more rapid and complete coverage of Canada’s landmass and off-shore territories to use for science-based decision making. Other federal departments will be able to utilize the same data for agriculture related use, census surveys and arctic and off-shore surveillance and monitoring.

A core mission of NRCan’s Geological Survey of Canada is to provide geoscientific knowledge that is fundamental to managing Canada’s onshore and offshore lands. NRCan will continue to develop projects that contribute to the safety, environmental stewardship and Canadians’ understanding of groundwater. In 2019-20, the Department will complete the Geo-mapping for Energy and Minerals (GEM) Program which will continue to advance our knowledge of the North. This will contribute to better exploration investment decisions in the Arctic and more informed land use decisions within northern communities.

Internal Services

Supporting science

NRCan is committed to the integrity of the research and science conducted in the Department. A Scientific Integrity Policy was adopted in December 2018 that sets out the overarching principles for the design, conduct, review, management, communication and use of research, science and science-related activities in the Department. The Plan will be implemented, starting in 2019-20, using a phased approach.

The Department will also continue to make its science more accessible, open and transparent for Canadians. In support of Canada’s commitments under the 4th National Action Plan on Open Government, NRCan will develop an Open Science Roadmap to provide a plan for greater openness in its science and research activities. Cognizant that Canadians rely on NRCan science to inform decision-making in government, industry and public fora, the Department will increase engagement with Canadians to support enhanced dialogue and interaction between knowledge generators and knowledge users.

Open and Accountable Government

NRCan is leading a digital-first approach to communications with Canadians, a strategy which extends to the Department’s approach to open and accountable government. By favouring the release of content into new media channels like Twitter and YouTube, while maintaining connections to traditional media, NRCan is making information more accessible and transparent for Canadians.

For example, NRCan’s digital magazine, Simply Science’s ultimate goal is to position our scientists and experts in all of Canada’s regions front and centre, providing them with a platform to share their work with a broad audience in a dynamic way, using a variety of formats including articles, videos and podcasts.

Through a Federal Geospatial Platform initiative, Open Maps provides all Canadians with access and use of the Government of Canada’s geospatial data, services and applications. These can be used to support research, application development, data visualization and collaboration with other Canadians. In support of the Government of Canada’s commitments under the 4th Biennial Open Government Partnership Action Plan (2018-20), NRCan will develop an Open Science Roadmap to provide a plan for greater openness in its science and research activities. Canadians rely on NRCan science to inform decision-making in government, industry and public fora. To better understand how Canadians use the science and data produced by NRCan, we will continue to develop indicators to measure the benefits of our science and to measure progress in making our science and data more accessible.

Office of the Commissioner for Federal Judicial Affairs Canada

Commissioner’s message

In anticipation of the passing into law of An Act to amend the Access to Information Act and the Privacy Act, we will focus our attention on meeting the needs of Canadians for increased transparency and accountability, while ensuring and safeguarding respect for judicial independence. We will also stand ready to implement another Bill which would require education in the area of sexual assault law for all candidates who apply to become judges. While these Bills are still before Parliament, we continue in our consultations and follow-up activities in preparation for their coming into effect.

Plans at a glance and operating context

Open and transparent government

Bill C-58, An Act to amend the Access to Information and the Privacy Act and to make consequential amendments to other Acts, received its first reading in the House of Commons on June 19, 2017. This new legislation would, amongst other things, require the proactive publication of certain information on expenses reimbursed to federally appointed judges under their incidental, representational, travel and conference allowances. Since this time, FJA in preparation for the Act coming into effect has undertaken a needs assessment analysis to determine the resources and effort required for compliance with these requirements. As such we will focus efforts on creating the necessary infrastructure, policies and platforms to comply with the reporting requirements. Preparations will result in changes and reconfigurations in information technology, financial systems and training of personnel in adapting to a new methodology of recording and reporting.

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

Support to federally appointed judges

In anticipation of Bill C-58 – An Act to amend the Access to Information Act and the Privacy Act and to make consequential amendments to other Acts – receiving royal assent, FJA will continue to strategically plan for resources in order to be compliant with the requirements for proactive disclosure of expenses incurred by a judge for their Incidental, Representational, Travel and Conference Allowances.

Internal Services

FJA will strive to meet the expectations of managers and employees with respect to human resources, financial management, procurement, information technology and information management. Employee satisfaction will be measured through the Public Service Employee Survey. Service responsiveness will be monitored through the achievement of service standards. The main improvement areas to be pursued during 2019-20 are all closely related to overall FJA priorities.

Information management. Continue supporting and modernizing the processes and tools used to manage FJA’s physical and electronic information holdings. In 2019-20, this will include a review of and follow-up actions on the Office’s overall information architecture to ensure adherence to best practices.

Office of the Communications Security Establishment Commissioner

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

Internal Services

Plans are also underway to address additional issues in 2019–20 should Bill C-59 be enacted. These include:

• Library and Archives Canada – work is underway to address information resources of business value (IRBV), retention and disposition schedules;
• National Security and Intelligence Review Agency – negotiate and transfer of IRBVs regarding the review program;
• Completion of a privacy impact assessment.

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 and operating context

Business Transformation

An ongoing priority of the ORSCC is its business transformation initiative. Its goal is to ensure 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, and protecting and preserving archival and historical information in electronic format.

In support of this priority, the following key initiatives were undertaken by the ORSCC and will continue in 2019-20. These include:

• further integration of the case management and document management systems to enable enhanced efficiencies in case processing
• finalizing the renewal of the application architecture of critical enterprise systems to be in a better position to achieve transformational objectives and improving interoperability; and
• beginning the design phase for the electronic filing portal.

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 staff and the Canadian public.

Operating context

There is also a continued focus on the electronic exchange of information between or from the judges, Court staff, the legal community and the public, since there is an expectation that electronic tools and processes can be used to obtain or provide Court information, as well as to file documents. The complete series of the Canada Supreme Court Reports has been made available on the website. Amendments to the Rules of the Supreme Court of Canada, that came into force on January 15, 2019, will allow parties to serve all documents by e-mail and will reduce the requirement to file paper copies of some documents. These recent changes serve to enhance the critical importance of the business transformation program to achieve its current and future milestones, namely the ability:

• to receive, manage and preserve Court records in electronic format;
• to enable electronic filing by the legal community and parties to proceedings in a secure portal;
• to communicate effectively with counsel and litigants through multiple and secure channels;
• for Court staff to manage both paper and digital documents in a single management system simultaneously; and
• to manage a robust information security permissions framework so as to limit access to documents with restrictions as appropriate.

The Court is also facing heightened concerns about physical and information security, which must be balanced with the need to provide a secure environment in the context of the operational requirements of a Court which is accessible to the public. As well, when responding to demands by government for operational efficiencies by way of the consolidation of various services, the ORSCC must ensure the protection of judicial and institutional independence.

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

The administration of Canada’s final court of appeal

To meet the challenges of continuing to provide excellent services and case management to the Court and parties 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 initiative will continue to direct resources to the renewal of the application architecture to better support enhancements to the electronic processing of cases, implementation of digital recordkeeping, workflow enhancements and the development of policies and new software applications, along with operational guidelines to support efficient Court processes and to further clarify internal business processes.

Internal Services

The Information Management Branch supports the information management needs of the organization.  Priorities for 2019-20 include:

• Continuing the implementation of a records management system (GCDOCS) across the organization to better manage the Court’s administrative information and closed case files.
• Enhancing the capacity of information management employees to support business units, modernize processes, and maximize the use of implemented technologies.
• Ensuring that the ORSCC is able to meet its obligations under the Treasury Board Secretariat’s information management policies.

The Library Branch manages the Supreme Court of Canada Library, the Court’s legal collection and provides reference and research services in support of the Court’s work. Key initiatives for 2019-20 include:

• Greater integration for a digital library.
• Increasing efforts to align library plans with PSPC building rehabilitation requirements.

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Office of the Superintendent of Financial Institutions

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

Internal Services

OSFI will begin the implementation of a new multi-year IM/IT Strategy that will focus on four key areas: information security, collaboration, data and analytics, and the implementation of a new modular supervisory system. The new strategy will support ongoing efforts to enhance OSFI’s ability to preserve and keep secure its information assets, including implementation of technologies to strengthen data loss prevention. In addition, OSFI plans to implement solutions to support secure collaboration with its external partners as well as innovative solutions to support the organization’s growing need for data and analytics. Implementation is underway to deploy the initial release of OSFI’s new system for performing core supervisory activities in 2019-20. Planning and integration work is also ongoing to introduce a new Enterprise Time Reporting system.

Parks Canada Agency

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

Internal Services

• Enabling tools that support and adapt to changing operational needs. Parks Canada will continue to collaborate with Public Services and Procurement Canada to reduce the occurrence of pay issues and improve the timeliness of their resolution. The Agency will foster the use of data and tools to support evidenced-based decision-making, such as dashboards and other reports.
• Collaborate openly and digitally with partners and Canadians. Parks Canada will continue its phased roll-out of new collaboration tools to support productivity and teamwork internally and with partners.
• Connect with Canadians using Open Data. Parks Canada supports the Government of Canada’s priority for OpenData. In 2019–20, the Agency will develop a framework to help make OpenData a part of operations at all levels and make more datasets publicly available.

Parole Board of Canada

Plans at a glance and operating context

In 2019-20, the PBC’s corporate priorities are to:

• Create an Information Management/Information Technology (IM/IT) strategy that meets the PBC’s evolving requirements;

Strategic Resource Management

The PBC will continue to address the need for strategic management of human, financial, security, and information and technology resources to support quality program delivery.

Timely access to relevant information provides the foundation for quality conditional release and record suspension decision-making and clemency recommendations, and ultimately for the PBC’s continuing contribution to public safety. In addition, the PBC must execute legislated responsibilities for sharing information with victims of crime, offenders, criminal justice partners, media, and the public as effectively and efficiently as possible. In this environment, strategic information management is crucial, requiring the PBC to have the automated systems necessary to support effective collection, storage, and sharing of information. Additionally, the PBC must have in place the policies and procedures necessary to ensure effective information management and sound decision-making. Progress in these areas requires the assistance of the CSC, the PBC’s information technology service provider.

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

Conditional Release Decisions

One of the challenges the PBC has faced in the past is with respect to its Information Technology (IT) capacity, and this remains a key priority for 2019-20. The PBC relies on technology systems to meet its legislated mandate, so to strengthen strategic IT direction the PBC has created a new position and hired a Chief of Information Management/Information Technology to oversee all aspects of IT development and governance. Next year, the PBC will continue to develop and enhance its mission-critical Integrated Decision System (IDS). The PBC will be looking at incorporating audio recordings of hearings into the IDS. This will allow the PBC to be more efficient and effective while performing its duties. The PBC also continues to jointly oversee the Victims Module and Portal with CSC. Additional enhancements are expected to occur with this system in 2019-20 to improve efficiencies and effectiveness for both PBC staff and victims who use the portal.

Patented Medicine Prices Review Board Canada

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

Internal Services

2019-20 will also see the implementation of an information management software, via the Automatic Classification and Metadata Enhancements (ACME) Project, which will reduce the manual information end-users are required to input by automating processes such as: classification; metadata generation and tagging; and, information governance. It will also improve the user experience by having a more user-friendly interface and increased e-discovery and searchability.

Polar Knowledge Canada

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

The following are the planned highlights for fiscal year 2019-20 categorized by POLAR’s Departmental Results:

Canada’s polar science and technology research is publicly available and being applied – Activities to be performed in fiscal year 2019-20 that will support the achievement of this result will include the implementation of POLAR’s Promotion Plan including the development and dissemination of new knowledge and communication products and targeted public outreach activities. POLAR will also develop and implement its Knowledge Mobilization Strategy which is intended to strengthen application of polar research results through collaboration and knowledge sharing among the polar research community. POLAR is also collecting and sharing research data with other researchers and the public, including meteorological and environmental baseline data from the CHARS Environmental Research Area and arctic specimen and DNA data from its Arctic Biota Characterization and Reference Library to provide a foundation to monitor and better understand changes in the environment. New knowledge generated by POLAR and its partners will continue to be shared initially via the online, open-access Polar Knowledge: Aqhaliat Report.

Canada’s Arctic science includes Indigenous and local knowledge – In fiscal year 2019-20, the activities to support the achievement of this result will include continued face-to-face engagement with northern and Indigenous partners via formal and informal mechanisms to ensure meaningful input from key northern and Indigenous groups. POLAR will also participate in discussions with data experts and stakeholders (government and non-governmental organizations) on the types of data models, education and infrastructure required to better manage and integrate data from scientific research and Indigenous Knowledge.

As part of the development and implementation of the Government of Canada’s new Arctic and Northern Policy Framework, POLAR is co-chairing and participating in various working groups including one related to Indigenous Knowledge.

Privy Council Office

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

Internal Services

PCO will continue to ensure that it has the right skills, tools, processes, and information to effectively deliver on mandate priorities of the Government. Through modernizing efforts, PCO will continue to implement new collaborative technologies, continue to provide effective stewardship of both financial and human resources management, improve access to and the management of information that PCO produces, and provide efficient and timely services.

In fiscal year 2019–20, PCO Internal Services functions will continue to:

• Support government-wide information and record management requirements by beginning the migration of electronic documents to the Government of Canada GCDOCS standard enterprise tool;
• Enhance financial planning and reporting functions by expanding the use of data analytics tools and business intelligence dashboards for senior management decision making

Public Health Agency of Canada

Plans at a glance and operating context

Operating context:

The multi-jurisdictional nature of public health also creates a diverse coordination, information sharing and engagement environment. PHAC must adapt its tools, processes, and mechanisms to maintain the capacity to rapidly and effectively prevent, detect, and respond to emerging global and domestic public health events.

Timely and reliable data are essential to understanding risk factors, patterns, and behaviours. Consequently, strengthening surveillance, collection, and access to national data supports evidence-based decision-making. PHAC works collaboratively with various levels of government, stakeholders, and partners nationally and internationally to set and achieve public health goals and targets.

Risk management:

Risk management is integrated into PHAC’s day-to-day operations as an ongoing and dynamic activity that supports: governance, prevention (through surveillance), leadership, guidance, public health promotion, emergency preparedness and response activities.

PHAC has a Corporate Risk Profile (CRP) that is part of this risk management process. The CRP highlights the risks of most concern to PHAC’s senior management, and allows them to be monitored and mitigated on an ongoing basis.

… risks identified in the CRP that pose the most significant challenges to PHAC’s objectives in 2019–20 are:

• Access to timely and accurate data: 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.
• Keeping up with the changing external environment: There is a risk that PHAC may not be able to keep pace with changing technology and communications, thereby affecting its ability to effectively communicate with Canadians and respond to public health issues.

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

1. Health Promotion and Chronic Disease Prevention

Result 1.3: Chronic diseases are prevented.

Innovation and Experimentation

• PHAC is experimenting with the application of artificial intelligence (AI) to collect anonymous data on the prevalence of suicide-related behaviours through publicly available social media. The goal of this experiment is to determine if AI can produce more timely data on suicide-related behaviours. A summary report describing the results of this experiment, and the plan for future applications, will be published in 2020.

2. Infectious Disease Prevention and Control

Result 2.1: Infectious diseases are prevented and controlled.

Data and Information Sharing

Data and information sharing is integral to informing evidence-based infectious disease prevention and control activities. PHAC plays a key role in coordinating and sharing information internationally to support public health measures. In 2019–20 PHAC will:

• Provide evidence to support national public health responses by developing Technical Annexes to the Multi-Lateral Information Sharing Agreement which will provide guidance on information that is shared between PHAC and P/Ts.

Result 2.2: Infectious disease outbreaks and threats are prepared for and responded to.

Innovation and Experimentation

• PHAC is investigating the use of drones to transport diagnostic samples from remote communities in Canada.
• Through the Innovative Solutions Canada program, PHAC will work with Canadian businesses to develop and test software that uses artificial intelligence to create an interactive portal for the Canadian Immunization Guide. This interactive portal will make it easier for Canadians to search and find custom and trustworthy answers to their vaccine questions (based on the expert and evidence-based guidance of the National Advisory Committee on Immunization) and address gaps in vaccination knowledge and beliefs.
• To improve the accessibility of its surveillance data for multiple purposes, audiences, and end users, PHAC will experiment with new ways of providing data on foodborne illnesses to stakeholders. Providing surveillance data in an interactive manner will expedite the transition of data to stakeholders and provide flexibility in customizing analysis requirements based on their unique needs.

3. Health Security

Result 3.3: Public health risks associated with travel are reduced.

Innovation and Experimentation

PHAC’s Global Public Health Information Network is using artificial intelligence to support early detection and warning for global public health threats, through active search and monitoring approaches that aim to discover patterns, trends, anomalies, and novel connections.

Public Prosecution Service of Canada

Plans at a glance and operating context

Modernize the Legal Case Management System and Tool

As the organization’s current legal case management system, iCase, is dated and no longer meets the PPSC’s data entry and reporting requirements, the PPSC has an ongoing project to customize and extend the legal case management system developed by Justice Canada to align with the PPSC’s strategic objectives and support the delivery of quality prosecution services. The PPSC’s programs and operations will be better served by the implementation of this new legal case management system (LCMS). LCMS will be dynamic and technology-forward to complement a confident and high-performing workforce that embraces innovation and efficiency. During 2019-20, the focus of the LCMS project will be on software development and testing.

In parallel, the PPSC has launched an initiative to implement enterprise GCdocs for both records and document management. Enterprise GCdocs will be integrated with the PPSC’s LCMS to ensure appropriate controls and minimal duplication of effort. This will be accomplished using the GCcase connector for GCdocs. During 2019-20, the PPSC will roll out implementation of GCdocs commencing with its Corporate Services Branch and Finance Branch.

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

Internal Services

As previously mentioned, the PPSC will continue to innovate in developing and implementing a customized, prosecution-specific legal case management system to better meet the needs of the organization. This project initiative will further contribute to the PPSC’s efforts to foster a digital work environment and leverage technology as part of a transformation for better business outcomes. While the PPSC continues with the implementation of its foundational digital platform; LCMS & GCDOCs, it will look ahead to planning for the future of prosecution services by continuing with its ongoing implementation of a modern workplace. The PPSC will begin to explore how the use of innovative technologies, such as Artificial Intelligence, will impact the future of prosecutions and how these could be leveraged to ensure that the PPSC remains and continues to be an organization of excellence and achievement in the administration of justice. With an emphasis on modernization for the years ahead, the PPSC will dedicate efforts to increased communications, collaboration, awareness and improvement with respect to the digital literacy of its workforce. With these ongoing efforts, the PPSC seeks to ensure that its prosecution practice continues to progress towards a dynamic and digital environment to allow the organization to provide services and fulfill its mandate as effectively and efficiently as possible.

Public Safety Canada

Plans at a glance and operating context

With the increasing reliance on digital technologies, individuals and organizations have become more susceptible to being targeted by malicious cyber activities. This has the potential to produce large-scale impacts, particularly on critical infrastructure, as threat actors exploit cyber systems to access and steal sensitive information or disrupt operations. Addressing this issue requires national leadership and collaboration.

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

National Security

As prescribed in the new National Cyber Security Strategy (NCSS), the Department will exercise its leadership capabilities in this area and will continue to be responsible for advancing national cyber security policy.

Public Safety will lead the horizontal initiative that originated from the significant Budget 2018 financial allocation of $507 million over 5 years for the NCSS, with 8 departments advancing 14 initiatives in support of cyber security and resilience in Canada. The Department will also lead the coordination of national cyber policy-related efforts both internal to Government and with external partners, for example by leading the Government’s 5G wireless network policy coordination efforts to ensure that the implementation of these technologies balances the economic opportunities with security concerns, and ensure that Canada is a global leader in cyber security.

In order to inform new policies and programs with evidence-based expertise, Public Safety Canada will also facilitate and establish partnerships with provincial and territorial governments, private sector organizations, international counterparts, and academia. Recognizing that cyber security is a shared responsibility, the NCSS has expanded the Cyber Security Cooperation Program (CSCP) and intends on offering funding opportunities for proposals from external stakeholders that will advance the core goals of the Strategy. Additionally, it will continue working with partner organizations to ensure that research instruments like the Cyber Security and Cybercrime Survey, which provides a measure of the impact of cybercrime on Canadian businesses, are conducted in a consistent and timely manner. The Department will use the findings of such surveys to inform policies and initiatives that make Canadians and Canadian businesses more secure online.

Internal Services

In the coming year, Public Safety Canada will also enhance its internal management processes. In 2018-19, the Department reviewed aspects of its governance structure and launched the Resource Management Committee (RMC). RMC will review the development, integration, and implementation of departmental processes, reports and plans for corporate resources; and guide the appropriate allocation of available resources to support departmental priorities. As a result of the RMC’s oversight, it is expected that Real Property, Information Management (IM)/Information Technology (IT) and Human Resources (HR) initiatives, as well as major procurement activities are managed consistently, comply with government policy and legislation, and support the Department’s strategic objectives and priorities.

Public Service Commission of Canada

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

Internal Services

3. Develop and implement tools and initiatives to modernize and strengthen the Public Service Commission.

We will modernize our information management and information technology (IT) products and systems to support our employees in delivering results for Canadians. We will also support a culture of innovation and creativity by funding IT innovation and experimentation.

We will support government-wide initiatives, including Open Government, to make government more accessible to everyone. In 2019–20, we will identify valuable sources of data and information and leverage innovative ways to promote greater access to all Canadians.

Public Services and Procurement Canada

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

Core responsibilities: Government-wide support

Departmental result: Federal organizations have the support services and tools they need to deliver their programs to Canadians.

PSPC will continue to provide document imaging and data capture services to organizations by image processing, indexing and secure archiving of electronic records.

PSPC will also continue to deliver common information technology solutions for the Government of Canada such as GCDocs (electronic document and records management), GCCase (case management), GCShare (collaboration) and GCInterop (interoperability) to meet client business needs while promoting standardization and rationalization of infrastructure and resources.

Risk Mitigation

There is a risk that PSPC will not have the timely, accurate, reliable and authoritative data, as well as the IT tools, needed for informed decision making. In order to mitigate this possible risk, the department will focus on change management and communication strategies, ongoing investment in technology systems, and the use of efficient and effective business practices in supporting federal organizations to achieve their mandates.

Core responsibilities: Internal services

PSPC will also carry on using digital media and platforms as a primary means to share information quickly, engage and collaborate with its audiences. The department will embrace proactive, relevant and creative communications approaches in order to communicate the department’s key priorities and activities.

Security Intelligence Review Committee

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

Investigations of Canadian Security Intelligence Services’ operational activities

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 project on the digitalization of paper documents and easier access to information.

SIRC was provided additional resources to transform the bulk of the information currently on paper to be scanned into the information management system. These initiatives continue to provide the tools for SIRC to be more efficient and effective.

SIRC will continue the implementation of the integrated electronic document case management system for its Investigations and Reviews. This tool provides SIRC with better and easier access to its documents and processes, thereby increasing efficiency and reducing a reliance on paper.

Social Sciences and Humanities Research Council

Plans at a glance and operating context

Internal Services

In 2019–20, SSHRC will continue to advance corporate initiatives, such as the transition toward a new and modern workplace, the modernization of technology, and updates to its information strategy. SSHRC will also work with CIHR and NSERC to develop a data strategy to ensure that data are managed effectively as a strategic asset.

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

Funding Social Sciences and Humanities Research and Training

In 2019–20, SSHRC will continue to reinvigorate support for fundamental research. Together with the other federal granting agencies, SSHRC will advance equity and diversity in research, increase the capacity of Indigenous communities to conduct research and partner with the broader research community, and improve support for the next generation of scientists and scholars.

Departmental Result 3: Canada’s social sciences and humanities research knowledge is used

As part of its Imagining Canada’s Future initiative, SSHRC will continue the work begun in 2018–19 to identify and validate the next generation of future challenges that can benefit from the knowledge and talent contributed by social sciences and humanities research. SSHRC will also facilitate the mobilization of social sciences and humanities research and talent to inform decision-making and policy-making on key issues, through new collaborations with external organizations—across government, academic and/or not-for-profit organizations. With these types of initiatives, SSHRC aims to accelerate the use of research results by organizations that can harness them for Canadian economic, social and cultural development.

Internal Services

In 2019–20, SSHRC will continue a number of corporate initiatives, for example, the modernization of technology, updates to its information strategy and the transition toward GCworkplace.

SSHRC is working with CIHR and NSERC to respond to the Government of Canada’s expectation that all departments and agencies have a data strategy in place by September 2019. The agencies are developing a data strategy that will ensure that data are managed effectively as a strategic asset, that processes and infrastructure are aligned to turn data and analysis into actionable insights, and that the agencies have the talent and capacity needed to manage, interpret, use and understand their data.

Statistics Canada

Transport Canada

Plans at a glance and operating context

Priority 6: Transform the design and delivery of programs and services to Canadians in order to adapt to a changing world.

• Enhance online service experience and increase the number of services accessible through digital channels.
• Adopt innovative, user-centric approaches in the design of priority programs and services, leveraging data analytics and emerging technologies.
• Advance Fee Modernization by implementing the Service Fees Act requirements and planning for digital implementation of fee management to improve existing processes.
• Continue to modernize oversight and regulatory delivery practices by developing common, risk-informed digital inspection processes, and by providing inspectors with optimized data and tools.
• Support innovation with new and emerging technologies to understand impacts on the transportation system and influence appropriate policies, regulations and processes.
• Develop a data strategy that focuses on enhancing transparency and public trust, open and accessible transportation data, evidence-based decision making, targeting of public risk, reporting on results and service delivery.
• Continue to address barriers towards a responsive, coherent, and agile program and service delivery, as well as barriers to innovation and data-sharing through regulatory and legislative modernization and policy design.

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

Internal Services

To support all of our core responsibilities, the Minister’s mandate letter, as well as Transport Canada and government-wide priorities, we plan on:

• Advancing TC’s five-year plan to reform key outdated legislation to allow more modern oversight and enforcement, and alignment with international best practices;
• Modernizing TC services delivery framework for Canadians;
• Continuing Fee Modernization by advancing regulatory changes, implementing Service Fees Act requirements, and planning for digital implementation of new fees through improvements in processes and new tools for the long term;
• In 2019-2020, Audit will continue to provide ongoing oversight of key initiatives such as the Oceans Protection Plan, Transport Canada Transformation, and new this year, digitalization, data governance and TC’s Organizational Culture;
• Communications will be “digital first” and will support the department in informing and engaging audiences in a transparent manner to help Transport Canada serve its stakeholders and Canadian citizens.

Transportation Safety Board of Canada

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

Independent safety investigations and communication of risks in the transportation system

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

There is a risk that the TSB’s credibility and operational effectiveness could be impacted if it fails to keep pace with the technological changes in the transportation industry. The TSB operates within the context of a very large Canadian and international transportation system that is growing in complexity because of rapid technological changes. New designs, the increasing level of automation in operations and the introduction of remotely piloted devices into existing transportation systems are only some examples that highlight this challenging environment. Advances in technology are also leading to exponential growth in the data available for investigations and other safety analyses. The TSB must evolve to ensure new data sources are properly exploited, optimally managed and fully analyzed.

There is a risk that TSB employees do not have access to current technology tools, systems, and applications to ensure that they can deliver their work in an efficient and effective manner.  This includes having the appropriate IT infrastructure and applications in place, as well as the required Laboratory equipment. The TSB must make use of current versions of all IT operating systems/platforms and software applications in order to ensure the availability of maintenance and support from suppliers. There is also a need to ensure that these tools are not subject to business disruptions by third parties or events such as natural disasters (i.e. cyber attacks, floods).

Managing workload and expectations is a significant challenge. The TSB’s workload (volume of activities) is influenced by the number, severity and complexity of transportation occurrences, and the workload cannot be predicted effectively. This uncertainty poses certain challenges with respect to the planning and management of TSB resources which in turn can affect our ability to effectively deliver on our mandate. Over the past few years, the TSB’s visibility has increased significantly as a result of high-profile occurrence investigations, the TSB’s Outreach Program, and the increased use of social media to share safety information. Our solid reputation and enhanced visibility have generated higher stakeholder and public expectations, and these expectations are expected to continue to increase. Furthermore, government-wide imposed systems, policies and directives have increased significantly in recent years (including HR systems, information management, Open Government, Canada website, travel, security), resulting in additional work that is not directly related to the delivery of the TSB’s mandate.

Another risk faced by the TSB is legal challenges to its business processes, powers of investigators and its legislation. As Canadian society becomes more litigious, people and organizations seek greater compensation for losses or damages. Litigants want timely information to file early lawsuits and seek resolution of their claims. This has resulted in an increase in the number of requests for TSB information not only through the Access to Information process but also through the Courts (Motions to disclose or to produce). These requests typically seek to obtain investigator notes, witness statements, draft documents, correspondence and other records for uses that are not necessarily consistent with the TSB mandate of advancing transportation safety. There has also been a greater push on the TSB to release privileged information such as on-board voice recordings and transcripts, as well as witness statements. Furthermore, organizations and individuals are more frequently challenging the TSB business processes, as well as the application of the Canadian Transportation Accident Investigation and Safety Board (CTAISB) Act. If the TSB does not maintain robust investigation and IM processes which are applied consistently across the organization, as well as ensure the enforcement and compliance with its enabling legislation, there is a risk that the Courts could issue rulings that negatively impact on the way that the TSB conducts its work.

Treasury Board of Canada Secretariat

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

Departmental result 1 for Administrative Leadership: Canadians have timely access to government information

TBS works with departments to provide Canadians with timely access to government information. This work supports the fulfillment of the Treasury Board President’s mandate letter commitments to:

• make government more open
• make government data available digitally

TBS has worked steadily with federal government organizations to add datasets to open.canada.ca, the open government portal. In 2018, Canada ranked number 1 in the world on the Open Data Barometer (tied with the United Kingdom) and, in recognition of its leadership on open government, was co-chair of the Open Government Partnership in 2018–19.

In 2017–18, federal government organizations made 1,807 new datasets available to the public. The target for 2019–20 is at least 2,000.

In pursuit of this target, TBS will continue to provide guidance and technical support to federal government organizations to help them add content to open.canada.ca.

Also in 2019–20, in support of open government, TBS will:

• lead the implementation of Canada’s 2018–20 National Action Plan on Open Government
• share best practices with other jurisdictions by:
  • supporting the President of the Treasury Board as she represents Canada in its role as co-chair of the Open Government Partnership
  • hosting the 2019 Open Government Partnership Global Summit in May 2019

In support of government institutions’ efforts to provide Canadians with information that they specifically request, TBS tracks the degree to which institutions respond to Canadians’ access to information requests and personal information requests within legislated timelines.

Performance in these areas has been declining. The percentage of access to information requests responded to within legislated timelines dropped from 86% in 2015–16 to 76% in 2017–18. The percentage of personal information requests responded to within legislated timelines also dropped in that period, from 80% in 2015–16 to 75% in 2017–18. This downward trend reflects the continuing increase in the number of requests the government receives each year.

In 2018–19, TBS set the following targets, to be achieved by the end of the 2019–20 fiscal year:

• 90% of access to information requests are responded to within legislated timelines
• 85% of personal information requests are responded to within legislated timelines

In pursuit of these targets, in 2019–20, TBS will explore ways to increase support to the offices that respond to access to information and personal information requests by, for example, coordinating staffing and training. In addition, the new Access to Information and Privacy Online Request Service, launched in 2018, is expected to contribute to better results in this area. The new service is helping reduce misdirected requests for government information by helping requesters choose the institution that is most likely to have the information they want. As well, the service collects the $5 fee for access to information requests submitted electronically. As a result, institutions have a lighter administrative burden and can focus on responding to requests. By 2021, all government institutions subject to the Access to Information Act and the Privacy Act will receive requests through this service.

The “Key risk to administrative leadership” section provides more information on the risk to the government’s ability to achieve these targets.

To further support improved access to government information, TBS will help government institutions implement proposed amendments to the Access to Information Act, including by providing guidance and tools to help them implement new requirements to proactively publish key government information.

The amendments would also require the President of the Treasury Board and Minister for Digital Government to begin a full review of the act within 1 year of the amendments coming into force. TBS would support the President in fulfilling these requirements.

Departmental result 2 for Administrative Leadership: government service delivery is digitally enabled and meets the needs of Canadians

TBS sets outs the requirements and expectations for government services, with the aim of:

• making services across all channels (for example, in person, phone, online) easy to use and responsive to the needs of Canadians
• making more services available online
• making these services secure and accessible to all Canadians

These efforts support the fulfillment of the Treasury Board President’s mandate letter commitment to improve government service delivery.

In 2017–18, targets in this area were not met. In 2018–19, TBS worked with departments to help them improve service delivery, including through direct, hands-on delivery partnerships offered by the Canadian Digital Service.

TBS has also been working to increase the secure delivery of digital services; in June 2018, it issued new requirements and supporting guidance for secure web communications.

The aim is to improve the following results in the area of service delivery:

• In 2017–18, 62% of Government of Canada priority services were available online; the aim is to increase this to at least 70% by March 2020.
• In 2017–18, the degree to which clients were satisfied with how the Government of Canada delivered services, expressed as a score from 1 to 100, was 58; the aim is to increase this to at least 60 in the next survey, the results of which are expected by March 2022.
• In 2017–18, 70% of priority services met the service standard; the aim is to increase this to at least 80% by March 2020.
• When tracking began in August 2018, 19% of all publicly accessible Government of Canada websites and web services communicated with citizens securely; the aim is to reach 100% by September 2019.

In pursuit of these targets, in 2019–20, TBS plans to introduce a new digital policy that streamlines, integrates, and replaces existing policies on information technology, information management, and service. The policy will aim to:

• make the design and improvement of government services more informed by user input, the need to safeguard personal information, and the need to protect against cybersecurity threats
• improve the management of government information, including data

TBS will also:

• help departments comply with the new requirements for secure web communications by:
  • offering information sessions
  • advising them on resolving specific compliance issues
• work with departments, provinces, and territories to develop a pan-Canadian approach to digital identity so that the public has seamless access to government services
• continue to help departments design and deliver services that meet their users’ needs, by providing policy guidance and training, as well as hands-on help through the Canadian Digital Service
• through the Office of Public Service Accessibility, develop and monitor the implementation of a new Public Service Accessibility Strategy, which will promote full accessibility for government websites and online services

Veterans Affairs Canada

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

Internal Services

Digital Focus

In 2018–19, VAC undertook a pilot to determine if artificial intelligence could accurately identify information of business value. The pilot was successful and as a result artificial intelligence will be further expanded throughout the Department. We will continue to modernize systems and processes to deliver internal services and to support staff with new and modern tools. This infrastructure and systems work will support the Open Government and OneGC initiatives, such as the implementation of the Government of Canada Financial and Material Management (GCFM) SAP solution which will be implemented at VAC as of April 1st, 2020. Also VAC’s own digital and data strategies will align with Government of Canada direction in managing people, information and technology.

We will continue to modernize Information Technology (IT) infrastructure and systems in collaboration with Shared Services Canada to ensure they are up to date and relevant. Infrastructure updates will focus on Windows 10 and Microsoft Office 2016 to ensure staff have access to modern and secure tools while Windows servers are upgraded to the latest Government of Canada standards to ensure they are secure and reliable.

VAC will continue to experiment with new and emerging technologies with an aim to increase accessibility and inclusion. This will include the exploration of capabilities offered by new digital communication tools as well as continued experimentation with tools such as Microsoft Translator to offer real-time transcription and translation for departmental events and meetings.