Implement an enterprise approach to vulnerability and patch management. Implementation of the Data Strategy Roadmap aims to support improved decision-making and enhanced services to Canadians and a more transparent, collaborative and digitally enabled public service. This has prompted the government to focus on a data centre consolidation strategy that advocates transitioning to a limited number of modern enterprise data centres. In the fall of 2017, Shared Services Canada began awarding contracts to cloud services providers qualified to host data at the unclassified level. It can also streamline data sharing and facilitate interoperability. With access and mobile devices enabled by Wi-Fi, we are beginning to build a government workplace where many employees can disconnect from their desk and work in collaboration spaces, side by side with colleagues at other departments or even in other regions. Rather than exclusively using government tools, the government should also leverage open platforms, such as GitHub or social media, to collaborate with Canadians and experts. The measures in this strategic plan will begin to address this issue, but all public service leaders need to recognize their role in change management and promoting a digital culture and mindset. This application may have potential for addressing data integrity issues, reconciling systems automatically, and enabling automated trusted transactions, among other uses. SSC as the service provider and TBS as the enterprise business owner are developing a strategy for next-generation email services for the opportunity to procure a larger suite of communications tools for the government, including email services. Subscriptions remove the need for the government to patch and fix software, as this is left to the service provider (improves security and performance). Additional security controls, such as host-based intrusion prevention and application whitelisting (a computer administrative practice used to prevent unauthorized programs from running) and user agents to facilitate data-sharing will be implemented to further ensure the integrity of systems and information. Consultation will include discussions on spending for systems for common business domains such as: Departments will take an enterprise approach to managing their portfolio of applications to: Applications that remain in use and that support mission-critical business functions are to be kept evergreen until they can be replaced by modern solutions. Such reviews will take place prior to defining the solution or the project to implement the solution, allowing for early engagement and setting of direction. A maturity model will accompany this framework to assess departments on digital government adoption, mapped to the themes included in this Strategic Plan. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications. As noted in Chapter 2, Canada has made significant progress in maximizing the release of government data and information. The proposed framework will be adaptable across government while establishing common enterprise-wide standards to ensure interoperability. Change management is likewise a skill that technology executives and workers will increasingly need, and the government will need to support this development. Canadian Centre for Cyber Security will promote a general approach to training and awareness for IT security and supporting IT security teams across the government. An accompanying maturity model will be mapped against the themes in this Strategic Plan and will help assess departmental progress toward implementing the digital government vision, including highlight achievements and leading practices. Canadians rely on the government for programs and services, which in turn depend on reliable, authoritative data and enabling IT capabilities to ensure successful delivery. Broaden security innovation, collaboration and creativity in problem-solving. Document roles and responsibilities for IT and IT security. In the Policy on Service, there is a requirement for departments to develop real-time application status update systems for priority services by November 2017, and the Government of Canada Service Strategy has identified this as an area of continued focus. The plan will be tested and reviewed annually, and modified as required. It is important for the public service to recruit and develop new talented public servants and ensure that the workforce is developed to meet the needs of digital government. The OneGC vision of interoperable systems, data-sharing and greater integration between services described in Chapter 1 will support the delivery of services on any device, any platform and working with any (trusted) partner. Adoption of cloud will also drive changes to the government’s traditional IT model and associated roles and responsibilities, due to cloud-inherent characteristics such as: Accordingly, adoption of cloud services delivers modernization benefits, but not without also requiring changes in governance models, risk tolerance, culture and the workforce. Canada will focus its one-year chair term on open government activities that promote inclusion, impact and citizen participation, culminating in the OGP Global Summit to be hosted in Ottawa in May 2019. The release of government research, program performance evaluation, and other information helps assure Canadians that government decisions are evidence-based. A number of D9 working groups are being organized to address key digital issues including digital rights, digital identity, artificial intelligence and integrated citizen centric services. Departments indicate a strong desire for a more proactive approach for government cybersecurity that emphasizes research and innovation in order to keep pace with emerging threats, technologies and trends. The government has recently created a new deputy minister position for public service accessibility and is working to remove barriers to accessing government information and services, as well as ensuring that all public service employees with disabilities have the tools and support they need to contribute to their full potential. In addition, current system health indicators signal that more work is needed to address the risks associated with aging IT. TBS will work with Statistics Canada and other key business owners to establish a government-wide MDM program to formally identify standard data elements and single authoritative sources for key information domains, where appropriate. The strategic use of automation can free up scarce resources to focus on needs elsewhere. Protecting sensitive information and preventing data loss is further supported by using secure communication tools such as the Government of Canada Secret Infrastructure, a single, common and integrated enterprise-wide secret-level network that enables secret-level classified data to be securely transmitted, stored and processed across departments. In parallel, the government will continue to support special purpose networks such as the Government of Canada’s secret network and science network. This Strategic Plan is expansive, with many strategic actions and concurrent initiatives identified. The government is working on increasing the inclusiveness of consultations using digital tools and new techniques. Reviewing and updating governance committees, Advance financial management transformation. The Next Digital Economy. For example, the Government of Canada Policy Community has developed a cross-functional policy mobility program to allow policy practitioners in one area (for example, policy development, service management and operations) to learn about and gain experience in other functional specialities using a “learning by doing” approach. Cybersecurity events related to government information systems can have a significant impact on the delivery of government programs and services to Canadians and, consequently, confidence in government. This is balanced with long-term sustainable investments to meet the needs of all participants in the recruitment and staffing process to accommodate the full array of identities, abilities, backgrounds, cultures, skills, perspectives and experiences in Canada’s population. Wi-Fi adaption activities and priorities identified in the 2017 to 2021 GC IM-IT Strategic Plan will continue. The government announced in July 2017 that it would be running select pilot projects on the use of artificial intelligence, machine learning and automation in public administration. Cybersecurity and information management are both important enablers that support privacy protection, and these are discussed in section 4. A user-centred approach and caring for citizens and their needs as a whole means that departments also need to engage with compassion and a helping, service mindset, even when the answer to a specific application is no. A Public Service Accessibility Strategy and Action Plan will be released in 2019 to guide efforts to remove barriers to accessing government information and services, and to ensure that all public service employees with disabilities have the tools and support they need to contribute to their full potential. In an age of fast-moving and ubiquitous change, it has never been more important to invest in sharpening and updating skills. To supplement this, outcomes and progress will be tracked and reporting on in other mechanisms, as appropriate, such as Departmental Results Reports, performance frameworks, the Government of Canada Service Strategy, the progress report for the Open Government Action Plan and other venues. FMT’s near-term focus is to implement the digital core of the Government of Canada Financial and Materiel (GCFM) solution. For example, the Digital Academy recently piloted a course on Agile for Leaders. IT service management (ITSM) refers to an organization’s planning, delivery, operations and control of IT services offered to clients. The government is shifting its culture to digital and needs a better understanding of basic cyber/security hygiene with respect to digital systems, using services, sharing information and passwords. Advances in machine learning and artificial intelligence will increasingly enable new products and approaches, especially when coupled with the near-exponential growth in computing power and data storage capabilities noted above. Increased use of Agile and procurement simplification discussed in Chapter 4 can also assist in addressing this, as can the wide use of iterative and collaborative processes outlined in the digital standards. In addition, in July 2018, TBS directed departments to allow employee access to collaboration sites such as Google Docs, Trello and Slack. To measure progress on digital transformation, a performance measurement framework will be developed to accompany the Digital Policy referenced in Chapter 1. The world has undergone fundamental changes over the last 20 or 30 years and continues to face dramatic, disruptive change. To help public servants and the public service adapt to this evolving digital environment, TBS will work with partners such as the Canadian School of Public Service to identify competencies for the digital age to better understand how the current skills profile of the government needs to evolve. It is an iterative process that must be repeated regularly. This means we need to be transparent about sharing information and be genuinely collaborative in our approach. Key policy documents that have established the foundation for Canada’s digital government plans are discussed. GCcollab has been launched to enable document-sharing and collaboration with stakeholders across silos and jurisdictions. Details on this initiative and targeted service improvements that have taken place or are in progress can be found in the Government of Canada Service Strategy. Hosting software in the cloud or managed services can often be misrepresented as SaaS. The government is working to make government information easier for personal assistants to search so that these devices could serve as a window to access services in the future. The current suite of GCTools will evolve into an open and accessible digital workspace, which will allow employees to easily connect with the information, colleagues and external partners they need to work effectively. Some competencies are so fundamental to effectively delivering digital government that special initiatives may be required. Resource limitations influence all things, and the government’s Digital Operations Strategic Plan will be no different. For example, how will greater service integration, data-sharing and tell-us-once approaches change accountabilities? Alex Benay To align with this direction, the current suite of GCTools will evolve into an open and accessible digital workspace, discussed in subsection 5.1. An inclusive workplace is one where the workforce reflects the full breadth of the talent pool. Nevertheless, CIOs and departments and agencies should aim make this functionality available to users. In making their decision, CIOs will need to consider which portion of their application portfolio is both appropriate and ready for each stream. Implement an enterprise-secure communications service for classified information. In fact, a recent academic study found that 94% of homeless people owned a cellphone, which social advocates have called important lifelines to services. For example, promoting a culture of open by default and collaboration by default (working with other government organizations and the public) requires a different way of working and a different way of thinking for public servants; it requires that the public service accepts that it does not have a monopoly on policy advice and knowledge, and that others have valuable information and insights that can contribute to government policy development and service design. End-point devices such as laptop computers, tablets, mobile and portable devices, and servers provide a doorway for such threats. The government has implemented world-class monitoring services and defensive measures at its network perimeter through SSC-managed gateways. Enable comprehensive understanding of end-point devices. In this age of connectivity, the workplace is also changing. Consideration must also be given to how delivery of the digital service can continue in the event of technology failure or compromise. Departments are currently working to re-engineer in-house video-conferencing facilities to enable full interconnectivity across the government, as previously identified as a priority, and Shared Services Canada will also work on enabling video-conferencing at desktops when needed. Other initiatives, such as the launch of a Government of Canada wiki available to the public and the Open Maps portal, will also proactively provide information to Canadians. The D7 charter commits Canada to working toward core principles of digital development, with a focus on user needs, open government, and a commitment to share and learn from D7 member nations. For example, managing the day-to-day operations of a data centre requires different skills than managing vendor and client arrangements for cloud computing and cloud data storage services. The use of open source software supports interoperability and information-sharing and should be considered in the assessment of IM-IT solutions. OneGC is the Omni Channel Digital Strategy for the GC, in which services and technology solutions are designed to be user-centric and interoperable. The GCcollab tool that has enabled public servants to work collaboratively with academics, community organizations and members of the public will be relaunched and iterated in 2019, with enhanced features, more user-friendly interfaces and a more accessible sign-up system. The government is committed to and encourages an open and collaborative work environment where mobile devices are used. The government cannot properly serve Canadians if its public service has outdated tools. The updates in this Strategic Plan address feedback received on previous strategic plans, and reflects consultations with senior government leaders, partners outside of government, and other levels of government from summer and fall 2018.

government of canada digital policy

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