Shared Systems Initiative

Background
Objectives
Roles and Responsibilities
The 1999 Shared Systems Review Findings
Going Forward Beyond 2000

Background

The Shared Systems Initiative (SSI) is a major component of the government's strategy for improved program delivery and cost savings. The mandate provided a five-year timeframe in which to achieve several objectives related to a more effective and economical use of resources with respect to financial, materiel management, human resources and other administrative systems. The aim is for government to evolve from a plethora of administrative systems unique to each department and migrate to a co-ordinated environment in which departments share the use of a minimum number of systems that conform to the government's renewal strategies and are consistent with department needs. The Initiative promotes a co-operative approach among government departments to the acquisition of "best of breed" administrative systems and associated maintenance services as well as to sharing implementation strategies and lessons learned.

On April 18, 1996, the Treasury Board approved an Aide Mémoire whereby Ministers affirmed the direction and goals of the Shared Systems Initiative. Ministers also approved the SSI's operating principles and practices, the establishment of a Shared Systems Support Centre, and an action plan for the Centre's implementation and consolidation of shared systems components.

Objectives

The Shared Systems Initiative was established to reduce the number of departmental financial, personnel and materiel management systems in use across the government and to achieve significant cost savings for these common processes. The Aide Mémoire approved by Treasury Board ministers (April 18, 1996) provided the government's endorsement of specific administrative systems for use in the government.

Ministers approved the following shared systems operating principles and practices:

• All cluster members must sign an interdepartmental Memorandum of Understanding which defines the terms and conditions for use of shared software and co-operative cost sharing arrangements.
• In acquiring and maintaining shared systems, cluster groups will ensure compatibility with government technology infrastructure architecture and the related principles of the Blueprint.
• Annual review and sign-off by the Management Board Directors of the cluster Terms of Reference.
• Annual business plan and budget approved.
• Agreed upon cost sharing formula.
• Mandatory contributions for core product enhancements.
• Optional contributions for non core common activities.
• Systems enhancement principles.
• Minimize systems modifications.

Roles and Responsibilities

The Shared Systems Initiative is a horizontal management activity of the Treasury Board Secretariat and departments to streamline systems development and management, and to improve the effective use of Information Technology (IT) in government administration and service delivery.  The Treasury Board Secretariat retained the policy and strategic direction functions for the Shared Systems program.

It also established the Shared Systems Support Centre (SSSC) in Consulting and Audit Canada (CAC), a PWGSC agency, to coordinate and manage the operations of those systems on behalf of the Treasury Board Secretariat.  The Shared Systems Support Centre (SSSC):

• provides administrative support to the Cluster Application Managers,
• is the centre of expertise for the cluster and application support, and
• administers the cluster's funds and contractual arrangements.

Fourteen clusters were established. The level of coordination has improved through the cluster management structure.

The 1999 Shared Systems Review Findings

With the expiry of the initial Shared Systems plan in 1998, the Chief Information Officer (CIO) undertook a Review of the Shared Systems Initiative to assess progress, determine if there is an on-going need, identify issues and make recommendations concerning the future of the Initiative. Key stakeholders from the government and vendor community were consulted. The consensus was that the Initiative should continue but several changes are required for both the operation and management of the Initiative.

Stakeholders suggested that adjustments would be needed if further benefits are to be achieved. The review outlined the need for clarity on the funding model. Adherence to common business processes were not fully realized and, as a result, compliance to core systems had not been maintained. It was also suggested that there is a need to develop guidelines for shared systems business cases. As well, the "Best of Breed" strategy is no longer meeting departments' needs and this would need to be revisited.

Stakeholders noted the need to strengthen the overall governance and accountability structure for the Initiative. The two senior interdepartmental management bodies (Council for Administrative Renewal and Committee on Government Systems) that oversaw the Initiative no longer exist. It was recommended that an ADM Steering Committee be established to provide government-wide oversight and direction to the SSI. Accordingly, the Administrative Systems Steering Committee was created in January 2000 and Terms of Reference agreed upon.

Going Forward Beyond 2000

In  February 2000 The Treasury Board Advisory Committee (TBSAC) was presented with an update on the Shared Systems Initiative and committed to the review of the Shared System Support Centre model.

The position of Director of Shared Systems along with other administrative and officer positions within the CIO were created and staffed. They were tasked with developing a workplan to renew the initiative and to provide ongoing strategic planning and communications support to the ASSC.

A TBS Working Group comprised of the staff of the CIOB Shared Systems Group along with Jim Libbey of the Comptrollership Branch, Jim Lloyd of the Human Resources Branch and Niall Sinclair of the Information Management Division of CIOB was established to implement the work plans approved by the ASSC.

Perhaps the most significant event of 2000 was the preparation and presentation of a draft Strategic Plan for the Shared Systems Initiative. Presentation of this draft to the ASSC resulted in the recognition that the SSI is an important component of the enabling infrastructure for GOL, and that as such, it should be aligned with the initiative.  The endorsement of a short-term investment strategy further demonstrated the ASSC's support for the SSI and the need to prepare for GOL. The strategy is to deliver the following specific outcomes by spring 2001:

• A revised SSI strategic plan aligned with GOL project and plans;
• The identification of the impacts of GOL on administrative services and shared systems, an assessment of the readiness and capability of these systems to adapt, and the identification of the key common business processes including two defined processes ready for implementation in 2001/2002; and,
• An informed functional community better equipped to analyse needs and recommend solutions that will respect the infrastructure requirements and satisfy functionality needs for end-to-end electronic business transactions.

A work plan to deliver these outcomes has been developed and is underway. A couple of projects assess the effectiveness of the current suite of administrative systems in support of GOL in the long-term, and may in fact raise the issue of rationalizing the number of required shared systems.

To deliver on this work plan, departments and agency stakeholders will be engaged through information sessions and interactive workshops (time/dates/places to follow). Plenary sessions and workshops with clients, stakeholders and the administrative community are being planned in order to further develop the direction and strategic plan for future administrative systems and the delivery of services with GOL.