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Shared Services Canada

A Transformational Journey Through Enterprise Initiatives

Benoît Long, Senior Assistant Deputy Minister Transformation, Service Strategy and Design May 24, 2012

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Presentation Outline

• Shared Services Canada (SSC) Mandate • Strategic Directions • The Road Ahead:

♦ Email ♦ Data Centre ♦ Telecom

• The Journey

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“Shared Services Canada was formed to consolidate and streamline the delivery of IT infrastructure services, specifically email, data centre and network services. Our mandate is to do this so that all federal organizations have access to reliable, efficient and secure IT infrastructure services for the best value.”

Shared Services Canada Mandate

http://publiservice.gc.ca/ssc-spc/faq-eng.html#q2

SSC will ensure full Value for Money, achieve Service Excellence, and Innovate!

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SSC Creation Future

Shared Services Canada Transformation Vision

Consolidated Standardized Innovative Strategies & Partnerships Value for Partners & Canadians

Duplication Fragmentation Low interoperability Aging Infrastructure

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Guiding Principles for Transformation:

• Innovation • Cost Efficiency • Security • Quality • Rationalization • Standardization • Sustainability

Shared Services Canada Transformation Vision

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TRANSFORMATION

Enterprise-Wide Approach to Consolidation and Transformation

April 1, 2012

Data Centres • From 300 data centres to less than 20 • Reduce carbon footprint across the country • Share computing and storage resources at an

enterprise level • Standardized data centre, network and hosting

environment for GC business applications

2015 2020 November 15, 2011

Networks • From department-centric to shared infrastructure • Converge voice/data/video on same infrastructure • Expand wireless network infrastructure for mobile

devices

Email • Move to consolidated email platform (unclassified

to secret)

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SSC’s Transformation Initiatives

Email Current state

Business case and plan

2012-2013

Procurement

2013-2020

Build and Migration – 43 departments; 377,000 users

Data Centres (2012-2020) Current State, Business Case, Detailed

Inventory and Plans

Networks (2012-2020)

Migration to New Data Centres (Multiple Waves)

Inter-building (WAN) - integrated and aligned with data centre consolidation plan Intra-building (LAN) - integrated and aligned with data centre consolidation plan

Nov 2011 Jan – May 2012 June 2013 Oct 2013 – April 2015

Forums / Events • Chief Information Officer Council (CIOC) • DPI, GTEC • Executive Summit

Industry – Launch and closure of procurement process; engagement of industry based on sourcing strategies

Key Stakeholders • Ministers • Inter-departmental Advisory

Committees (IT Business Transformation)

• CIO Council • 43 Partner Departments • Unions • Industry En

gage

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t Inter-departmental Working Groups: • Security • Policy and Standards • Functional • Business Requirements • Transition • Operational & Service Mgmt • Information Mgmt

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Assessment and Analysis of Current Email Services

Access for Canadian Citizens & Business

Costs

Effectiveness – Productivity Tool

Security and Performance

• Email is a channel of communications with citizens and business to access GC programs but not used extensively for transactions

• Current state is complicated by numerous departmental naming conventions, uncoordinated channel management strategies, security and privacy concerns

• Principle to make it easier for citizens to communicate with GC

• Benchmarks show the GC is not best case.

• SSC current estimate at $28 per user mailbox/month

• Gartner - Industry best case estimate $8 – 12 per user mailbox /month

• 377,804 seats • Current investment in licensing with three vendors /

no consolidation of licenses • Over 63 email systems in 43 departments

• The GC could make better use of email by segmenting the users into groups based on the email functions they need (i.e. Civilian and Military, or mobile and non-mobile users)

• Departmental systems are less than optimal for collaboration among departments (i.e. Non-integrated calendaring systems)

• Current systems are complex:

• Different technologies • At least 700 email directories • Distributed and centralized dept. systems

• High diversity - difficult to standardize • Current costly uses of email require change –

records management, retention policy, privacy etc. • Security vulnerabilities and varying levels of

compliance

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VISION Improving Service Quality

• Improve levels of service and security for all

• Standardize infrastructure and platforms

• Increase system availability, reliability, robustness and scalability

• Reduce dependence on physical location (enhance mobility)

Maximizing Efficiencies • Reduce duplication of infrastructure

• Centralize operation and administration

• Determine appropriate level of private sector engagement

• Make effective use of shrinking IT budget and resources

Minimizing Risks

• Fewer, better quality facilities

• Power supply diversification

• Centralize planning and recapitalization; procurement

• Address aging IT infrastructure

• Improve information security

• Examine industry investment and risk sharing

Additional Benefits • Significant environmental benefits

• Reduce power demand

• Reduce greenhouse gas emissions (cleaner power); reduce e-waste

• Enable Workplace 2.0

• Reduce travel costs (videoconferencing / telepresence)

• Improve support to remote worker

Transformation Principles – Data Centres and Networks

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Data Centre and Networks - Current State

LAN1 – Dept A

LAN5 – Dept Q

LAN4 – Dept H

LAN3 – Dept F

LAN2 – Dept B

LAN7

LAN6

LAN3000

Building Building Building Building

WAN1 WAN2 WAN3 WAN43 . . .

LAN5 – Dept Q

LAN4 – Dept H

LAN7

LAN6

Building Building Building

Dept. A: small data

centre

LAN2 – Dept B

LAN7

LAN6

Building

Dept. A: large. data centre

Dept. H: small data

centre. Dept. Q: small data

centre

Dept. F: small data

centre

Dept. C: small data

centre

LAN2999

LAN7

LAN6

Building

Dept. B: small data

centre

. . .

. . .

Dept. D: small data

centre

data centres

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Data Centre Directions: From – To Perspective

Optimize the delivery of GC data centre services, by standardizing technologies, consolidating buildings and IT, centralizing operations, and re-engineering service delivery

Key Components Elements FROM (TBC) TO (TBC)

Facilities Number of Data Centres Geographic location Footprint

300+ Dept. based

590,000 sq. ft

Less than 20 Enterprise focus; objective criteria < 200,000 sq. ft

Hardware Number of Servers Type of computing and storage

25,000+

Specialized

Less than 18,000

Standardized

Software Middleware Virtualization

Non standard

Low (35:65)

Standardized platforms

High (70:30)

Network Consolidation Dept. specific

WAN/LANs Common high speed and

secure network

Power & Cooling Power Density (watts per square feet) 35 kW/sq.ft. 17.8 MW

100 min. kW/sq.ft. 13.4 MW

Resiliency Availability and disaster recovery Tier 0-2 Tiers 3-4

Costs

Cost of operations Hardware costs Software costs Data Centre Network costs

$ 567 M - 10% -18% - 9%

- 19.6%

For Illustration Purposes Only

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Telecom (Networks) Transformation Intra-building

(LAN) Inter-building

(WAN/MAN)

Converged/Unified Communications

(Voice/Video)

Contact Centres Network Security

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SSC Business Model - Enabling Transformation

Plan

Build

Operate

Enterprise Enablers Finance / HR / Communications / Procurement / Legal / Audit and Evaluation /

Governance / Portfolio Management / Management of Change / Risk Management

Enterprise & Business Project Execution and Business Relationship

Management

Deliver Services to Partners & Clients,

ensures continuity and stability of Operations

Architect the Enterprise & Design Services

Regional Leads Portfolio Leads

Service and Process

Management

Enterprise Project

Execution

Client Relationships

& Business Intake

Business Solutions

Project Mgmt & Implementation

Readiness Practice

Portfolio and Program

Management

Enterprise Architecture

Transformation and Service Design

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The Journey – Success Factors

Principles Governance Engagement Measurement

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Thank you

Any questions