TBS will continue to provide policy direction and guidance to CIOs, including the cloud-first policy requirement of the Policy on Management of information Technology. This Strategic Plan is expansive, with many strategic actions and concurrent initiatives identified. These smart programs help people organize their lives: they can maintain calendars, organize shopping lists, pay bills and search for information on demand, and more. engage internally and externally as digital citizens, adopting and using GCTools for everyday work, deploying targeted and general learning and community outreach activities, promoting the use of self-directed learning tools and materials, generic work streams and job descriptions, increase capacity to develop leadership competencies, talent management and succession planning, promoting leadership development programs at CSPS, tracking and facilitating the movement of IM-IT leadership across the enterprise, onboarding tools and initiatives to improve the integration of new recruits, partnership with the Public Service Commission of Canada to create a partially assessed CS inventory, manage IM-IT consistently and with greater maturity, better understand IM-IT at the enterprise level, benchmark themselves against similar departments, monitor and track progress against government priorities, implement good project management practices for complex IM-IT projects, guide investments from concept to benefits realization, the capabilities and services being provided to Canadians, the information that supports each government service, the people impacted by business decisions, the secure enabling applications and technologies for each government service, identifying opportunities for reusing solutions that support similar needs, developing new digital capabilities and innovation opportunities, setting and documenting standards for government technology, other back office administrative processes, IT infrastructure and associated solutions, determine opportunities for common, government-wide solutions, Developing toward a tell-us-once approach, review of policy barriers to information-sharing (OneGC), Improving service delivery and compliance with the Policy on Service and the new Digital Policy (all departments) (OneGC), Expanding user research in service, policy and operations design, Implementing the Open Government Action Plan, Creation of a Public Service Accessibility Strategy and Action Plan, Any-device compatibility, pilots with digital voice assistants (OneGC), Departmental Application Strategy, data centre consolidation, and cloud adoption, Government of Canada interoperability (OneGC), Migration to Government of Canada identity, credential and access management service, Skills development and implementing a Digital Academy, Recruitment modernization and Talent Cloud, Early alignment and review discussions starting at the concept phase, and Government of Canada Enterprise Architecture Review Board. MDM can eliminate redundancy and inconsistency of data in an organization and ensure its quality and control. Given the risks posed by aging data centres, TBS and Shared Services Canada (SSC) are leading the Workload Migration initiative, working with departments and agencies to migrate their applications from legacy data centres to new infrastructure in either enterprise data centres or cloud services. 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. This includes determining how to scale private cloud services, as demand may rise and fall over time. Digital technologies are transforming the way British Columbians live, work and play. Omni channel can be defined as a fully synchronized operating model in which the government’s service channels present as a single presence to the citizen on any platform, through any device and with any partner. Ultimately, it means people spend less time looking for the answers they need from the government. Broaden security innovation, collaboration and creativity in problem-solving. Departments will complete the re-engineering of their in-house video-conferencing facilities to enable full interconnectivity across the government. Further, the 2017 to 2021 GC IM-IT Strategic Plan announced that departments will develop partnerships with organizations that encourage technology as a career choice for young women, and work to encourage women leaders in the public service and the private sector to consider roles in the government’s IT community. It is also important that recipients of services are confident that authoritative sources are used and decision-making is evidence-based. As lead government co-chair for 2018 to 2019, Canada will publish a co-chair strategy outlining the initiatives it will pursue under its key co-chair priorities of inclusion, participation, impact and strengthening the OGP. At the same time, managing data is a challenge for both public sector organizations and private sector firms. Malicious software (malware) can compromise any number of these platforms and seriously impact digital systems and disrupt government operations. User-centred service design (UX), as discussed in the previous chapter, can assist with this. TBS will continue to develop guidance to ensure that web services that serve primarily non-browser clients, such as APIs, are also configured with HTTPS by default. Examples of components in this toolkit are the GC Service Bus, the Digital Exchange Platform and the API Store. For example, departments should not force clients to send information by fax or mail without compelling business reasons. The use of open source software supports interoperability and information-sharing and should be considered in the assessment of IM-IT solutions. The Government of Canada (GC) has made important progress on the digital government agenda in 2018, but it was not without its challenges. A critical question for digital government will be how organization governance adapts. The service is designed to be cost-effective, secure and convenient for users, meet current business needs, and support enhanced functionality required for future federated identity and digital service delivery initiatives. Moreover, service request and trouble tickets do not flow easily within and between departments and tool sets. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications. Professional development plays a critical role in allowing public servants to develop new skills, refresh their existing skills, or upskill for new, evolving requirements. In fact, a recent academic study found that 94% of homeless people owned a cellphone, which social advocates have called important lifelines to services. This work will continue. The government is one client/tenant among many. On the other hand, this consolidated approach allows for a concentrated targeting of security resources compared with the effort required to ensure that thousands of decentralized systems are continuously secure and protected against evolving threats. Malware, rootkits (software tools to gain control of a system) and phishing can lead to the loss and compromise of government data, including personal information. The government will continue with Phase 2 of the Open-by-Default project, where we will improve the process of releasing unclassified working documents to the public. 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