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IM/IT Strategic Plan is available in Adobe PDF format (1,296 KB) which will download in approximately 6 minutes on a 28.8 connection and may be viewed using version no 3.0 or higher of Adobe® Acrobat Reader. The reader may be downloaded free of charge by visiting the Adobe® web site. Date: April 2007 Table of contents
Executive SummaryWith the rapid evolution of information and communication technologies, the advent of globalization, and a shift to a knowledge-based economy, information management (IM) and information technology (IT) are critical to helping the federal government and its departments achieve its delivery of programs and services to citizens, communities of interest, and businesses. IM/IT has become a vital tool for the delivery of virtually every service. New and improved technology is rapidly deployed and quickly adopted everywhere, leading to ever-increasing expectations with respect to capability and capacity. Employees use IM/IT every day in delivering departmental services and share these increased expectations with the stakeholders that they serve. The new technical environment also presents the department with great opportunities to use electronic service delivery technology to transform the way it does business. Combined with IM/IT efficiency opportunities, the result will be better service, greater accessibility, lower cost and better administration and management. This presents a major challenge for people working to deploy and support IM/IT as they respond to external and internal influencing factors as well as considering the implications of various technological advances and innovations. Of necessity, the Department must find ways to set priorities so effectiveness can be maximized and services can be provided more efficiently while at the same time responding to changing departmental priorities, government modern management, shared services, Transport Canada's Comprehensive Review and other initiatives. Transport Canada's IM/IT capability must enable and contribute to internal employees and a diverse external stakeholder set to conduct program transactions electronically in a timely, efficient and, where needed, secure and private manner with the goal of facilitating access, sharing and exchange of information. The Transport Canada IM/IT Strategic/Investment Plan lays the foundation for a business driven IM/IT investment program, ensuring that all IM/IT investments across all business lines contribute toward departmental success, maximize program benefits and minimize risk and cost. The intent of this plan is to position IM/IT in the larger context of the department's plans, priorities and directions, ensuring that the IM/IT priorities are aligned with the business, while controlling escalating costs and ensuring consistent service delivery. The Transport Canada IM/IT Vision is: The Transport Canada IM/IT Strategic/Investment Plan FY 2006/07 - FY 2009/10 will support the IM/IT vision, continue to evolve to meet evolving departmental requirements and will be driven by Transport Canada's business direction and priorities. There are three (3) overarching themes which will help guide the direction and focus: Information Management (IM), Information Technology (IT), and IM/IT Stewardship. Supporting those three themes are six (6) long-term goals: (1) Accessing, managing and storing information; These goals are expressed as broad statements of an end state or desired environment/achievement that is in line with and supports the IM/IT and Departmental Results Framework. There is a cascading relationship - each goal has a set of IM/IT objectives, which in turn, define the major actions to be undertaken in order to achieve the desired goal. The projects / initiatives / investments represent the specific concrete actions that the Department, in collaboration with other governmental and non-governmental organizations, will take to implement the objectives. These objectives will continue to evolve and be updated over time, just as past IM/IT strategic and investment plans set and accomplished their objectives. Past IM/IT investment spending (capital portion only) has increased over time, as shown in the graph below, and has also been a major contributing factor for a number of significant accomplishments that were identified as objectives in previous plans. A departmental IM/IT Expenditure Profile is developed annually (last completed for the 2005/06 fiscal year) as a tool to assist in historical analysis of departmental IM/IT spending (capital, OOC and salaries and wages) against IM/IT categories coded into the Department's financial system. In addition to analysis of past spending, investments and accomplishments, the TC IM/IT Expenditure Profile provides useful information to assist in analysis of IM/IT spending and identifying efficiency opportunities. It is also used as a checkpoint and monitoring reference to ensure that overall spending levels are managed and play a key role in modeling the IM/IT investments in a particular year based on the previous year's IM/IT expenditures. For the last two (2) years, departmental IM/IT spending has remained relatively stable at $73M as shown in the following table and graph. (See Appendix B for additional analysis of past IM/IT plans and Appendix C and D for IM/IT Expenditure Profile Details). It should noted that the Department grew in size and number of programs in 2005/06, but that IM/IT spending by business line remained relatively stable.
Overall IM/IT spending has increased approximately 13% since the first expenditure profile snapshot. Variance analysis is on-going however, variance between 2005/06 and previous years are most evident in IM and hardware. Effective management of IM/IT resources and investments includes continually being aware of and actively seeking out opportunities to reduce and/or manage costs. The Expenditure Review Committee (ERC) identified three (3) year corporate efficiency target savings. Seven (7) multi-year IM/IT opportunities were identified and continued to be implemented in 2005/06 to assist in achieving these target savings. For example, the decrease in Professional Services (PS) in 2005/06 may be partially attributed to increased awareness of efficiency targets and on-going efforts to convert consultant to FTEs for on-going long term needs. Additional efficiency opportunities have also been identified and will be undertaken when time and resources permit, for further IM/IT effectiveness and efficiency improvements and/or cost savings. (See Appendix E-1 for additional details on past, current and planned efficiencies.) 2006/07 IM/IT capital investments are comprised of carry-over projects (previously approved multi-year projects that are continuing) and new investment. There are a total of 34 projects that are identified as carry over capital investments for 2006/07 with a total committed investment of approximately $12M. The first call for 2006/07 IM/IT capital investments resulted in 20 projects, totalling $4.6M, being prioritized.
In addition to the IM/IT capital investments, there are also a number of initiatives and activities in the IM/IT Stewardship category related to portfolio management, governance and people development that will be conducted to assist in realizing the goals and objectives of the TC IM/IT Strategic/Investment Plan FY 2006/07 -2009/10. The Department's CIO Office, in full partnership with the various departmental management and IM/IT committees, will provide leadership for the Transport Canada IM/IT Strategic/Investment Plan and its initiatives. Implementation will require the full and active participation of all business and service lines. It will mean taking a creative approach to making the best technology choices to support business requirements, ensuring the best support for the tools and systems that are provided, and making the most effective use of staff and technical resources. The current departmental IM/IT governance structure consisting of the TC Business IM/IT Council, TC Business IM/IT Investment Committee and TC IM/IT Architecture and Standards Committee will evolve and continue to be leveraged to provide improved management of departmental IM/IT. For instance, work is underway to establish an IM/T Project Management / Measurement Office (PMO) at TC. The TC PMO will be a service organization that builds on the existing IM/IT governance structure and processes, and whose focus will be to ensure that the departmental IM/IT portfolio of investments is managed effectively throughout the entire investment lifecycle. As such the PMO will play a crucial role in the planning, execution, monitoring and measuring and quality assurance of all IM/IT investments. The mission of the PMO will be :
The Transport Canada IM/IT Strategic/Investment Plan will be a "living document" that will be updated regularly as part of a continuous cycle of strategic business planning within Transport Canada. It will evolve in step with the Transport Canada Business Plan and Government of Canada / Departmental priorities on an annual basis. Continuous improvement is an activity that is inherent to an iterative process. Future iterations of the planning cycle will identify changes and adjustments to the process and tools as they are used and applied that will be reviewed and approved by the IM/IT governance structure. Noteworthy recent Senior Management endorsements include utilizing the departmental IM/IT planning process for alignment of all capital (new and minor allocations) and external capital (MCs/TBS submissions, OGD partnerships…), extending the monitoring program to include all IM/IT capital investments (including those previously approved capital investments that were not monitored in 2005/06) and to apply the measurement programs to all completed IM/IT capital investments.
1.0 Introduction1.1 Transport Canada IM/IT NeedsWith the rapid evolution of information and communication technologies, the advent of globalization, and a shift to a knowledge-based economy, information management (IM) and information technology (IT) are critical to helping the federal government and its departments achieve its delivery of programs and services to Canadians, communities of interest, and businesses. IM (paper and electronic based information) is the foundation of effective Departmental decision-making. It is the content that is necessary to support the business lines of the Department, and it must be managed within the federal IM legislative framework. IM includes organization, rules for sharing or protecting, standards for use, changing, integrating and disposing of information. IT is the underlying technology of the Department and represents the costs and investments needed for accomplishing today's program management and delivery. It comprises hardware, software, organization / architectures and the environment which enables and supports all aspects of the information lifecycle. The effectiveness of the technology infrastructure is evaluated by its compatibility with existing technology, its ability to reduce operational risk through the provision of a stable and flexible platform, and the extra capabilities that it enables, such as on-line information systems. Transport Canada is dealing with a number of complex business forces that are reshaping the Department. Transport Canada has transferred most of the operator functions and is now focused on a regulatory and policy development role. The Government of Canada has also seized the opportunity to benefit from technological change and business transformation by adopting a whole-of-government approach to secure electronic service delivery (ESD) for service improvement. Externally focused ESD is positioned to better serve external clients, while internally focused ESD (internal service improvement) is positioned to better meet internal departmental needs. Effective secure ESD capabilities require access to and the availability of accurate, relevant, timely and well-managed information delivered through fast, secure and reliable Internet based business applications and information technology based services. These capabilities will require skilled end users of sophisticated information services and systems, backed by well-trained IM/IT professionals and supported by the best affordable IM/IT based systems and services. IM/IT enables the Department's ability to follow through on its commitments to provide the best transportation, and transportation safety for Canada and Canadians. The departmental IM/IT infrastructure, applications and services, support approximately 4,900 employees nationally. These services are provided and supported by Corporate Services nationally and Program area IM/IT staff within a departmental annual budget of approximately $82 M in FY 2005/06 (salary and wages, OOC and Capital). 1.2 Purpose of the IM/IT Strategic / Investment PlanThe main purpose of this IM/IT Strategic / Investment Plan is to guide the development and management of the IM/IT environment within Transport Canada to contribute to effective program delivery and to meet a broad set of evolving client needs. These clients are diverse, from external stakeholders who help shape policies, to businesses and citizens transacting with Transport Canada, and to Transport Canada employees working together, with external clients, with other government departments and with other levels of governments in order to assure the best transportation systems for Canada and Canadians. Transport Canada's IM/IT capability must enable this diverse client and stakeholder set to conduct business transactions with Transport Canada in a timely, efficient and, where needed, secure and private manner with the goal of facilitating the access, sharing and exchange of information. The Transport Canada IM/IT Strategic / Investment Plan lays the foundation for a business driven IM/IT investment program, ensuring that all investments across all business lines contribute toward corporate success, maximize business benefits and minimize risk. In doing so, the Transport Canada IM/IT Strategic / Investment Plan presents the Department's:
1.3 Alignment with other IM/IT Plans and InitiativesThis IM/IT Strategic/Investment Plan builds on, combines and supplants the following documents:
The Plan takes into consideration the Government and departmental direction and priorities, factoring Government-wide initiatives such as IM/IT Shared Services and major departmental initiatives such as the TC Comprehensive Review. It sets the departmental IM/IT strategic direction, describing the actions required to attain this direction and identifying the key short-term investments associated with these actions. This Plan is a living document and will be updated annually and as required in order to remain in step with the departmental business planning process and to reflect business changes. 1.3.1 Information Flow for Departmental IM/IT PlanningDepartmental planning supports all aspects of the departmental program delivery. One of these is IM/IT planning, which is an integral component of the planning cycle since it provides the foundation for the use of technology, information and resources to support the business goals and objectives. Consultation and validation of program priorities is a critical step in the IM/IT planning process. The following diagram illustrates the flow of information for constant monitoring and annual refresh of the TC IM/IT Strategic /Investment Plan. The Department has identified nine priorities, which IM/IT supports with six goals. Each goal is supported by individual objectives, and in turn, each objective is supported by IM/IT projects or initiatives requiring investments. The reporting requirements feed into the cyclical or annual refresh of the Plan, which in turn feeds the planning process for the next cycle.
Figure 1: Information Flow for Planning
2.0 Business Context for TC IM/ITTransport Canada's business is ensuring, through effective transportation regulation and policy instruments, that Canadians have an effective and sustainable transportation system that is safe, efficient and environmentally responsible. Vision - A transportation system in Canada that is recognized worldwide as safe and secure, efficient and environmentally responsible. Mission - Transport Canada works to help ensure that Canadians have the best transportation system by developing and administering policies, regulations and programs for a safe, efficient and environmentally friendly transportation system; contributing to Canada's economic growth and social development; and, protecting the physical environment. Strategic Objectives
Strategic Priorities All key departmental activities must align with one or more of the nine (9) strategic priorities which are listed below: Safe and Secure
Efficient
Environmentally Responsible
IM/IT exists to support service delivery and business needs. (See Appendix A for detailed departmental business priorities). Development, implementation, and application support must be done in close cooperation with lines of business. Because business requirements drive IM/IT activities, the department needs to:
The TC IM/IT Strategic / Investment Plan will continue to evolve to meet the Department's requirements and will be driven by TC's business direction, priorities and levels of investment. Any strategies developed to respond to the major challenges facing Canada's transportation sector in the future will be a major influence on the department's IM/IT direction. 2.1 Influencing FactorsThe current economic and political priorities affecting TC, and all government departments, are requiring a program change in approach to managing departmental services, including IM/IT. There are external, internal and IM/IT factors that influence the delivery of IM/IT services. IM/IT will need to be in a position where it is easily able to effect changes in direction and priority in response to business and government changes. The recent change in portfolio at the department level (i.e. assuming responsibilities for Communities and Infrastructure) is an example of the changes that will need to be supported by IM/IT. The ability to re-prioritize quickly and be flexible will be an indicator of IM/IT's added value. An annual IM/IT planning process provides the structure and the necessary checkpoints to ensure that this happens appropriately. 2.1.1 External Influencing FactorsThere are a number of initiatives that originate outside of TC (i.e. other government departments, legislation, etc.) that have a direct impact on the IM/IT environment within TC. TC IM/IT must be flexible to be able to respond to these initiatives while minimizing any potential negative impact on internal IM/IT investments and resources. The effect of the change in government landscape has driven Transport Canada to acknowledge that:
Government of Canada (GoC) Initiatives Impacting TC IM/IT The government is facing numerous concurrent pressures for which its existing model for IM/IT service delivery renders it increasingly ill-equipped to respond. These include:
As the result of the work associated with the GoC expenditure and management review agenda, it was determined that the GoC expenditures on external service delivery, corporate administrative services (CAS) and information technology consumed a full third of gross operating expenditures - some $13 Billion annually. It concluded that those activities need to be structured in a client-centered manner with more transparency as to their costs and outcomes, and managed with a view to optimizing the overall value to the taxpayer and service to the client. It found substantial scope for more effective program structures and service delivery arrangements, both within the federal government and with other sectors and levels of government; and concluded that, while individual department and agency practices vary, GoC management practices as a whole need to be more robust and more mature in order to reduce duplication and optimize service delivery from a whole of government perspective. The adoption of a long-term vision of mandatory government-wide common service delivery was recommended in order to realize savings on the order of 15% in the focus areas while enabling programs to enhance service to the public and improve management, comptrollership and organizational flexibility. In April 2004, Treasury Board Ministers authorized proceeding to the next steps:
In response to these next steps, the GoC is working on the implementation of two shared service initiatives commonly referred to as Corporate Administration Shared Systems (CASS) and Information Technology Shared Services (ITSSO). CASS is focused on the implementation of enterprise financial and human resources corporate applications and ITSSO is focused on the implementation of an enterprise infrastructure and related service delivery model. Transport Canada is impacted by both of those government Shared Services initiatives. Transport Canada's use of shared services is not new.
Other GoC initiatives impacting TC IM/IT include:
New Departmental Responsibilities With the recent change in government, there has been an increase in responsibility for Transport Canada, which now includes Communities and Infrastructure. The Department will need to be flexible enough to accommodate and embrace on-going change, which may impact its infrastructure and applications as the departmental re-alignment takes place. This will have an additional influence on the priorities that drive IM/IT. 2.1.2 Internal Influencing FactorsIn addition to the departmental business priorities, there are a number of other initiatives within the Department that will have a direct impact on the IM/IT environment. These are typically short-term or major initiatives resulting in significant departmental change. TC IM/IT must be flexible to be able to respond to these initiatives while minimizing any potential impact on internal IM/IT investments and resources. In addition to the pressing program priorities, the following three internal factors will continue to influence the delivery, capacity, capability and expectations of IM/IT infrastructure and services.
IM/IT will no doubt be affected by any change in the way the Department conducts business and provides services.
2.1.3 IM/IT Influencing FactorsThere are a number of technology based factors that have the potential to influence the infrastructure and tools selected to deliver IM/IT services. The more pervasive information technology factors expected to influence the department's IM/IT strategy and implementation plans are:
2.2 TC IM/IT Strategic DirectionThe IM/IT strategic direction is influenced by business drivers, guiding principles, broad service delivery themes and expected outcomes. 2.2.1 Key Business Drivers for IM/ITIn addition to influencing external, internal and IM/IT factors, the Department's IM/IT strategic direction is primarily shaped by business priorities. It includes taking a holistic view of business needs and technology capabilities in order to provide the required departmental infrastructure and services in a most cost-effective manner. The following key drivers help shape TC's IM/IT direction:
2.2.2 Guiding PrinciplesAs well, the following IM/IT principles will guide the realization of Transport Canada's IM/IT strategy, target objectives and projects. As a business delivery enabler, Transport Canada's IM/IT capability must provide for the following: Interoperability - interconnectivity, spanning Transport Canada and embracing its partners in the public and private sectors. Foundation for Integrated Information and Business Processes - the foundation for an integrated information environment that will facilitate the integration of business processes. Responsiveness - the capability to respond and react to events, rather than to just process work. Accessibility - authorized and managed access to Transport Canada's information and services from any place, at any time. Security - an integrated security environment that protects the integrity and confidentiality of client and government information to the level required. Well-Managed IM/IT Services - services and infrastructure that are both manageable and measurable using performance measures and benchmarks with appropriate accountabilities. Innovation and Cost Effectiveness - promote innovation that represents the best investment for business. Reliability - a high degree of reliability through cost effective use of redundant technology and tested business resumption plans. Effective Planning Processes - effective and integrated business and IM/IT planning processes aimed at establishing IM/IT capabilities that will facilitate or enable changes in business processes. Flexibility - accommodate business driven change in IM/IT architectural elements as required while minimizing any impact on business services, processes and information management. 2.2.3 IM/IT ThemesResulting from the influencing factors and business priorities, there are three overarching themes which will help guide the direction and focus for Transport Canada's IM/IT for 2006 - 2009: (1) Information Management - The Department will have a broadly accepted model for managing information, which ensures that information is:
This model will be supported by technologies which:
(2) Information Technology - The Department's technology will evolve to meet departmental program needs including government wide security / privacy requirements during a period of change in both business activities and technological capabilities including:
(3) IM/IT Stewardship - The departmental IM/IT activities will be governed by a clearly understood and accepted management model which spells out:
2.2.4 Expected Outcomes of the IM/IT ThemesThese IM/IT themes support a movement towards a future desired state having the following essential characteristics:
3.0 IM/IT - Vision, Goals and Objectives 2006 - 20093.1 IM/IT Vision
From the IM, IT and IM/IT Stewardship themes, there are six IM/IT goals, with an associated set of objectives. These objectives define major actions to be undertaken in order to achieve each specific goal.
3.2 IM/IT GoalsTo advance the Department's IM/IT Vision, the following six goals will be pursued. These six goals are in support of program delivery by ensuring that the base infrastructure and management functions are working in a coordinated fashion. These goals are aligned along the three themes: Theme 1 - Information Management (IM) Goal 1 - Accessing, Managing and Storing Information: An information and knowledge sharing environment that recognizes knowledge as a strategic resource, and using sound information management principles. This goal requires a close partnership between business and IM/IT. Theme 2 - Information Technology (IT) Goal 2 - Business Enabling IM/IT Services: Clients, employees and stakeholders connected to Transport Canada's services and information resources. This goal includes transforming program delivery through enabling technologies. Goal 3 - IT Infrastructure and Renewal: An adequate, secure, reliable and interoperable IT infrastructure that enables electronic transactions and ensures secure information exchange among clients, employees and stakeholders, including individual Canadians. Theme 3 - IM/IT Stewardship Goal 4 - IM/IT Portfolio Management: This is a methodical process for cost effective planning, managing and rationalizing the application portfolio for TC. This also provides an effective client engagement model and mechanism to maximize reusability thus reducing the overall total cost of ownership. Goal 5 - Governance: Manage IM/IT at the departmental level, by leveraging and evolving current departmental-wide IM/IT governance, accountability and investment management frameworks. This includes the direct linking of business planning with IM/IT planning and the adoption of a set of departmental practices and processes to ensure that IM/IT investments are focused on departmental priorities. Goal 6 - People: Increase IM/IT awareness throughout the Department and invest in our people by supporting and maintaining IM/IT skills to meet critical departmental objectives. This also includes ensuring that people in the department are trained to use the tools, as well as communicating and building support for changes relating to the management of IM/IT. 3.3 IM/IT Objectives3.3.1 Analysis of Past PlansThe objectives to support and achieve the goals are also based on the accomplishments to date of past IM/IT related strategic and investment plans. Increased emphasis on accountability and benefit measurement of IM/IT investments will require follow up activity in order to determine gaps in the plan and where to direct new investments and activities. Previous IM/IT plans have had varying goals and objectives to support the business needs and priorities at the time. These have changed over time in direct response to the business direction and will continue to do so. These investments have resulted in a number of achievements. Significant achievements to date are:
Refer to Appendix B for additional analysis and achievements of previous IM/IT related strategic plans. Another tool to assist in historical analysis of departmental IM/IT spending (capital, OOC and salaries and wages) is the IM/IT Expenditure Profile which provides a retrospective of past spending trends along certain categories (refer to Appendix C for details on the categories and their descriptions). The TC IM/IT Expenditure Profile was used for the first time in 2004/05 and played a key role in modeling the IM/IT investments in 2005/06 based on the 2003/04 IM/IT expenditures. It is also used as a checkpoint and monitoring reference to ensure that overall spending levels are managed. When comparing the 2003/04 IM/IT expenditure figures to the TC 2004/05 IM/IT
Expenditure Profile data, the total IM/IT spending level has remained
relatively constant overall across the two years (approximately $73M) ,
a. Although the department ha d 3.3.2 IM/IT Objectives FY 2007/08 - FY 2010/11Based on the past achievements and supporting the six departmental IM/IT goals, the following table sets out specific IM/IT objectives to be achieved for the planning horizon of FY 2007/08 - FY 2010/11. Section 4 contains details on specific initiatives and plans to meet the following goals and objectives.
3.4 Expected AchievementsExpected outcomes of the Plan goals and objectives are in line with the expected results of the TC IM/IT Results Framework (see Appendix E for additional details on the TC IM/IT Results Framework). The framework is designed to be an overarching IM/IT results framework that factors HQ and Regional IM/IT. It is expected that there may be some minor changes to this results framework from the annual refresh cycle, but for the most part it will remain fairly static. This framework focuses on the overall mandate of TIMSD rather than specific initiatives. This Plan includes three types of outcomes; 1) Immediate, 2) Intermediate, and 3) Ultimate outcomes which are listed below: Immediate:
Intermediate:
Ultimate:
The achievement of the expected outcomes can only be realized if an effective and efficient IM/IT structure is in place to accommodate and facilitate the requirements and deliverables.
4.0 IM/IT PlanRealizing the TC IM/IT Strategic / Investment Plan will result from a combination of reductions and careful management of costs, both through the IM/IT efficiencies, investing in new projects (feasibility studies, pilots, new projects and enhancements) and ensuring that the IM/IT goals and objectives not addressed by specific investments are achieved via other avenues through a series of planned, budgeted activities. Departmental IM/IT related spending must remain in line with the business needs and each project undertaken must be linked back to the goals and objectives of the TC IM/IT Strategic / Investment Plan. 4.1 IM/IT Efficiency OpportunitiesPart of managing IM/IT investments includes continually being aware of and actively seeking out opportunities to reduce and/or limit costs. The overall goal of introducing IM/IT efficiencies are to reduce costs, increase efficiency or increase effectiveness, thereby minimizing IM/IT investments while maintaining an overall stable level of IM/IT related spending. Efficiencies and savings/ cost avoidance can be realized through the adoption of best practices, standardization or tailoring a solution that is unique to the situation. Some savings are unique, i.e. one-time, some are continuous, i.e. on-going, and others are classified as being avoided costs. Some opportunities might not necessarily result in savings and would be cost neutral but will result in increased service, capacity or production. TC has historically taken a proactive approach in identifying and implementing IM/IT efficiencies. The following IM/IT efficiencies, undertaken at various times over the last 10 years, have resulted in cost savings, cost avoidance, increased effectiveness and/or increased productivity:
See Appendix E-1 for detailed descriptions of these past IM/IT efficiency opportunities. More recently (in 2005/06), the following seven (7) IM/IT efficiencies were identified in the TC IM/IT Investment Plan 2005-2008 to assist the Department achieve its three (3) year corporate efficiency targets from the Expenditure Review Committee (ERC):
At the end of the 2005/06 fiscal year these 7 IM/IT efficiencies have realized a total of $2.1M savings / cost avoidance, with the Program areas achieving $685k, TIMSD achieving $1,268K and the Regions achieving $158K. See Appendix E-2 for detailed descriptions of these seven (7) IM/IT efficiencies and a breakdown of the saving /cost avoidance achieved to date. Activities related to realizing the target savings for 2006/07 will continue according to the plans drafted and approved during 2005/06. These IM/IT efficiencies will continue over the next two (2) years to achieve an overall target savings of approximately $7M by 2008/09. The Comprehensive Review has identified the following additional IM/IT efficiencies that will be considered further when time and resources permit:
See Appendix E-3 for a description of these efficiencies. Of the potential efficiencies for consideration under Comprehensive Review listed above, the first two (2) were previously identified by the TC Business IM/IT Investment Committee in the 2005/06 planning cycle but were not recommended at the time due to timing, scope and workload. These five (5) new IM/IT efficiencies once investigated, initiated and/or implemented will estimate, plan, and realize additional savings that can be used to support ERC targets or release additional funds for IM/IT investments. Each will require an OPI and plan to identify and realize cost savings. Timing is crucial to success, as is the ability to manage and measure the benefits and/or savings associated with each of the IM/IT efficiencies. These initiatives are subject to the same rigor and scrutiny in terms of the application of the monitoring framework used to track approved departmental IM/IT investments. 4.2 Theme 1 & 2: IM and IT Investments (2006/2007)IM/IT investments need to be initiated across all three themes in order to provide a balanced go forward approach. Capital and OOC investment in IM and IT goals is usually done via specific business initiated application systems or enhancements and infrastructure replacement or upgrades. The IM/IT investments for 2006/07 are made up of three (3) components:
4.2.1 Carry Over IM/IT Investments for 2006/07The following table summarizes the total investment from 2005/06 that has carry over implications for 2006/07. See Appendix I for full details of the projects included in the summary information table. See Appendix J for short descriptions of the various projects.
Figure 2: Summary of 2005/06 investments with carry-overs into 2006/07 Some IM/IT projects span multiple years and some projects that were originally intended to be completed at the end of fiscal 2005/06 will continue into 2006/07. It is these projects, the carry-overs, and re-profiling of funds that accompanies these carry-overs, that affect the amount of IM/IT capital investments that may be approved for funding allocation for 2006/07 IM/IT project starts. Going forward, all IM/IT investments, both carry-overs and new investments, will be required to report quarterly to the TC Business IM/IT Investment Committee following the approved Monitoring and Measurement Framework. Refer to Appendix I for additional details on this framework. (The monitoring report templates are available in RDIMS #1329723.) These monitoring reports will form the basis for the TC Business IM/IT Investment Committee to make recommendations on whether multi-year projects should continue to receive funding without being re-prioritized and the required degree of reporting by the Project Manager. 4.2.2 New IM/IT Investments for 2006/07Proposed IM/IT capital investment submissions are submitted through the TC Business IM/IT Investment Committee for evaluation and scoring based on the Project Selection Criteria. (See Appendix J for the criteria descriptions). Using a structured approach the Committee assigns each proposed IM/IT investment a score that reflects the overall departmental priority based on the project selection criteria. The approved new capital IM/IT investments for 2006/07, as prioritized by the TC Business IM/IT Investment Committee, are listed in the following table. Refer to Appendix K for details of the Project Approval Document (PAD) status and descriptions of the approved IM/IT investments for 2007/08 and Appendix M to see how these new investments support the specific IM/IT goals and objectives. Appendix M details the proposed new IM/IT Investments for consideration in 2007/08. Goals 1-3: IM and IT
4.3 Theme 3: IM/IT Stewardship InvestmentsThe identified investments in the previous sections will advance the TC IM/IT Strategic / Investment Plan goals and objectives in the IM and IT theme focus areas. There are limited opportunities to advance the objectives of IM/IT Stewardship theme via the capital projects/investments put forward through the departmental IM/IT investment process. This theme will be supported by activities and projects relating to management, governance, monitoring and people development. 4.3.1 IM/IT Portfolio ManagementThe essence of portfolio management is making informeddecisions regarding the lifecycle management of applications to support the Department's IM/IT objectives. It is about leveraging good information to make good decisions for the betterment of Transport Canada's investment in its application inventory. It comes down to how the organization must track and assess relevant information to plan and specify an appropriate course of actions for each application - i.e. buy, hold or dispose/enhance, maintain, reposition or retire. IM/IT Portfolio Management needs to be seen as a recurring event that plans for all products in use today in the Department. The Application Review and Consolidation Study IM/IT efficiency is a first step towards addressing some of these issues. The steps below outline the common activities in the execution of IM/IT Portfolio Management;
Goal 4: IM/IT Portfolio Management
4.3.2 GovernanceOrganizations concerned with effective corporate governance will consider IM/IT governance structures as a key component that needs to be integrated into the overall governance structure. Nowadays, compliance is still a very important element in overall corporate governance projects, however, compliance is not the only driver for IM/IT governance. Research has shown that organizations with good IM/IT governance arrangements in place show better financial performance than comparable organizations without good IM/IT governance. Other surveys (2004 Economist Intelligence Unit Survey) indicate that "a view of IM/IT as integral to strategy and adaptive models" is one of the key success factors for organizations in the future. A sound governance model is crucial given the still growing cost and pervasiveness of IM/IT and the growing reliance on IM/IT for operational reasons and in support of strategic business initiatives. It is clear that IM/IT needs proper attention, and that putting in place the structures and mechanisms to make well founded decisions on how IM/IT can deliver value to the business is not a luxury but a necessity. Some key impact of effective governance will be portrayed through the implementation of the government's Financial Accountability Act. In response to GoC initiatives surrounding governance and departmental needs, TC has already implemented a governance structure as depicted in the following diagram.
It should be noted that work is underway to establish an IM/T Project Management / Measurement Office (PMO) at TC. The TC PMO will be a service organization that builds on the existing IM/IT governance structure and processes, and whose focus will be to ensure that the departmental IM/IT portfolio of investments is managed effectively throughout the entire investment lifecycle. As such the PMO will play a crucial role in the planning, execution, monitoring and measuring and quality assurance of all IM/IT investments. The mission of the PMO will be :
The following table details the TC IM/IT Strategic/Investment Objectives for FY 2007/08 - FY 2010/11 and related activities and timeframe related to the Governance goal. Goal 5: Governance
4.3.3 PeopleAs mentioned in the various TC business line HR Plans 2006-09, the Department is facing significant human resources challenges with several of the business units in the Department, indicating a need to proactively recruit in order to cover normal attrition-related staffing shortfalls. TIMSD, and program areas across the Department, will be no different as there is a growing need to attract and retain qualified individuals in order to meet the departmental IM/IT demands. The following table details the TC IM/IT Strategic/Investment Objectives forFY 2007/08 - FY 2010/11 and related activities and timeframe related to the People goal. Goal 6: People
4.4 IM/IT Investment OutlookIn this era of accountability and judicious cost management it is important not to assume that all submitted capital IM/IT investments will be approved. There was approximately $17.9m in approved IM/IT investments at the beginning of fiscal 2005/06, although not all of the allocated funds were expended. Many of the projects (40% of the 53 approved in progress projects) have re-profiled funds from the original 2005/06 allocation into the 2006/07 fiscal year. This has the end result of increasing the carry over investment total into 2006/07 and therefore potentially reducing the amount of funds available to be allocated to new capital IM/IT investments that can be started in 2006/07. To assess the potential fiscal year 2006/07 IM/IT capital investment envelope it is necessary to take into account the multi-year investments, any re-profiled projects, and any new investment submissions. Based on these figures the potential IM/IT investment envelope for 2006/07 is forecasted below.
Overall, the approved investments should remain within an investment envelope to ensure that new investment spending does not spiral too high and the overall IM/IT budget does not continually increase. The structure and rigor applied by the TC Business IM/IT Investment Committee and TC Business IM/IT Council ensures that all approved investments are justified, aligned with departmental goals and objectives and will provide benefits.
5.0 Implementation - Making it HappenThis plan does not seek to prescribe solutions, but to provide structure and direction for effective and collaborative planning and implementation. As the Department moves forward, working within the IM/IT governance structure, it will continue to revise the criteria by which priorities will be set, and undertake ongoing monitoring of progress. Consistent with this Plan and organizational business requirements, Director Generals will be active participants in the development of implementation details, projects, and time lines, under the functional authority of the Chief Information Officer and the direction of TMX. The projects/investments and initiatives highlighted in Section 4 focus, for the most part, on shared and standard IM/IT applications, infrastructure, systems and services. The TC IM/IT Strategic/Investment Plan's emphasis is on areas of common interest and of greatest benefit to the organization overall. 5.1 IM/IT Program / Project ManagementIntegrate at every opportunity Technology and Information Management must be integrated at every opportunity. Integrated technology enables business-driven initiatives and improved services by supporting shared data, applications, security, infrastructure, and standards. Improved information access and sharing, and greater efficiency are desired outcomes of strong integration. Integration is a means to achieve reasonable economies of scale, by thinking holistically while acting locally. The collective interest must not be compromised; deviations from standards that put others at risk must be managed. This means:
Invest strategically Through strategic IM/IT investment, the Department can reduce the cost and time to deliver and manage IM/IT solutions, reduce maintenance and support costs, and improve quality. Alternatives must be investigated (e.g. re-use, adaptation, strategic partnering, outsourcing, buy, build), and the implications for others considered. Investing strategically also means:
Working together The Department must work collaboratively to take full advantage of its multiple skills and capabilities. This will ensure effective delivery and management of IM/IT solutions, and effective use and deployment of IM/IT resources, while respecting service delivery requirements. Sharing expertise can help maximize the advantages of new technologies across the Department, and reduce the time it takes to deliver IM/IT solutions. 5.2 Leadership & GovernanceThe Department's CIO Office, through direction approved by the ADM Corporate Services, and in full partnership with the various departmental management and IM/IT committees, will provide leadership for the TC IM/IT Strategic / Investment Plan and its initiatives. Implementation will require the full and active participation of all business and service lines. Compliance with the TC IM/IT Strategic/Investment Plan and the shaping instruments will help to ensure that approved projects contribute to the Transport Canada IM/IT environment, that they deliver the required IM/IT capabilities and duplication and overlap are minimized. The Transport Canada IM/IT environment will continually evolve to match changing business needs and to exploit technology based opportunities for performance improvement. In managing internal processes, work will ensure that IM/IT investments are well coordinated, and that implementation of projects/investments are managed effectively in accordance with the principles of the Treasury Board's IM/IT policies, directives and guidelines . A departmental IM/IT framework will help guide IM/IT standards and policies and define the architecture of departmental IM/ IT systems. 5.3 Critical Success FactorsThe following factors are seen as critical for the successful implementation of the Transport Canada IM/IT Strategic/Investment Plan:
Other critical success factors - measures of success for the TC IM/IT Strategic/Investment Plan - will include:
5.4 Future IterationsThe Transport Canada IM/IT Strategic / Investment Plan will be a "living document" that will be updated as part of a continuous process of strategic business evolution within Transport Canada. It will evolve in close cooperation with the Transport Canada Business Plan. Continuous improvement is an activity that is inherent to an iterative process. Just as there are always new technologies and systems being developed and improved, the processes and tools supporting this plan will also be improved. Future iterations of the planning cycle will identify changes and adjustments to the process and tools as they are used and applied. Once approved by the governance structure, continuous improvements will be incorporated, communicated and implemented. The IM/IT projects will be shaped by a number of important instruments:
The TC IM/IT Strategic/Investment Plan will be subject to an annual refresh that maximizes its use of the governance structure and focuses primarily on approved investments. It is critical for this process that the timing be aligned with the business planning cycle and the TMX Capital Sub-Committee in order to ensure timely fund allocation as depicted in the following diagram.
Continuous improvement As this is an iterative cycle, there are multiple opportunities to continually improve and to refine various elements of the Framework. As a result of applying the Framework and criteria to IM/IT investments while formulating this document a number of recommendations were identified for implementation prior to future iterations. These include:
Appendix A - Transport Canada Business PrioritiesGovernment wide priorities that affect Transport Canada are identified through the Speech from the Throne, Budget speeches, ongoing initiatives such as the Management Accountability Framework the Federal Accountability Act and various other initiatives such as Shared Services. Not all of these initiatives affect all business lines of Transport Canada but some have direct and indirect affects on departmental IM/IT plans. At Transport Canada, "strategic priorities" refer to sectors of intervention that are given priority over the medium term (i.e. 3 years) in support of strategic outcomes. In 2006-07, key departmental activities will be aligned to nine strategic priorities: Safe and Secure
Efficient
Environmentally Responsible
Appendix B - Analysis of Past IM/IT Related PlansPast plans that were examined for this section were the following:
The following diagrams show the progression from past departmental plans to present.
Figure 1 Figure 1 illustrates at the Departmental Priorities level, the relationship between the external GoL focus from the 2001-04 timeframe, to the IM/IT Strategic Plan internal focus, through to the current IM/IT Strategic/Investment Plan focus.
Figure 2 Figure 2 illustrates at the IM/IT Themes level, the relationship between the external GoL focus from the 2001-04 timeframe, to the IM/IT Strategic Plan internal focus, through to the current IM/IT Strategic/Investment Plan focus.
Figure 3 Figure 3 illustrates at the IM/IT Goals level, the relationship between the external GoL focus from the 2001-04 timeframe, to the IM/IT Strategic Plan internal focus, through to the current IM/IT Strategic/Investment Plan focus. Analysis of Past IM/IT Investments and IM/IT Related PlansThe following diagram indicates progress, based on the scenarios in the last IM/IT Strategic Plan 2003/06 document. Showing which plans were used/created for each time period.
AchievementsDuring this time the approved GoL / IM/IT projects have positioned Transport Canada with an ability to:
As we look back at previous progress and achievements, it should be noted that this was accomplished with the careful management of the projects that enabled IM/IT to support the business drivers and departmental priorities.
Appendix C - TC IM/IT Expenditure Profile DefinitionsDefinitions for each of the categories and how the business lines were to allocate their IM/IT spending across Capital, OOC, Salaries & Wages and Professional Services for each of the categories is outlined below.
Appendix D - TC IM/IT Expenditure Profile BreakdownsThe IM/IT Expenditure Profile is a tool to assist in tracking and understanding the historical IM/IT spending. When comparing the 2003/04 figures to the TC 2004/05 IM/IT Expenditure Profile data, it shows that the total IM/IT spending level has remained relatively constant overall across the two years (approximately $73M). However, the 2005/06 spending levels have increased from the 2003/04 and 2004/05 spending levels.
In 2004/05, cost increases were noted in Software, Telephony, Application Systems, and IM. On the other hand, those cost increases have been offset by cost decreases in Hardware, Data, Shared Services (formerly Mainframe), Salaries and Wages, Professional Services and Strategic Planning. The fluctuations are most likely attributed to the constantly changing investments on an annual basis. However, the decrease in Hardware in 2004/05 is partially attributed to the freeze on non-essential replacements, despite 130 (net new) indeterminate and term employees (> 3 months) brought into TC that year. The decrease in Professional Services may be partially attributed to an increased awareness of efficiency targets and ongoing efforts to convert consultants to FTEs for on-going long-term needs. In 2005/06, when compared to 2003/04 figures, increases were noted in Software, IM, Hardware, Shared Services and Strategic Planning. Shared Services showed an increase in spite of the 2005/06 activities to decommission the mainframe since the mainframe wasn't decommissioned until fiscal 2006/07 where there were still a number of ancillary services being provided. Table 1: Expenditure Profile by Business Line
Table 2: Expenditure Profile by Region
Table 3: S&S Breakdown by Category
Table 4: Programs Breakdown by Category
Table 5: Policy Breakdown by Category
Table 6: DA Breakdown by Category
Appendix E-1: Past Efficiency Opportunity DescriptionThe following ten (10) IM/IT efficiencies represent continuous improvement activities undertaken previously in the areas of services / tools, process and people which have produced departmental savings and / or productivity gains. These activities for the most part represent industry best practices and have been considered a model for many public sector organizations. They have been divided into three (3) major categories: Services/Tools; Process; and People. A. Services / ToolsExpanded Transport Canada Internet (TCI) ServicesThe Department increased client productivity by upgrading TCI connections substantially at 40 sites, by adding 19 new sites and introducing new connectivity options such as Contivity Gate-to-Gate technology, DSL and Broadband cable at 15 sites. Although dollar savings were realized with service changes in some areas such as routed connections being changed to gate-to-gate connections, these dollars were reallocated to fund TCI access improvements in many other areas. This resulted in many improvements in access to the TCI with a cost neutral affect on the bottom line of the budget. Commenced Desktop StandardizationThe Department has increased productivity by reducing the number of different software that needs licensing, may cause conflicts or interoperability/compatibility problems and at the same time reducing support requirements. Over the years through consolidation efforts, much duplication in technology and support efforts have been reduced, increasing employee productivity through consistent desktops tools, increased ability to access and share information and focused training. For example, much work was completed to transition form 4 desktop operating systems to one , 200+ physical LANS to one national network, 15,000+ desktops to 5000 standardized services, multiple office application products to one suite, fragmented/no document storage to RDIMS, multiple financial, HR, & e-mail systems to BIRM, TIPS, MS Outlook with a WEB Mail Client, and 5+ data networks to one. A small example of this savings is in support costs (approximately $56K per year) realized through automated deployment of security patches and applications. This automated process ensures that departmental desktops are at the same patch level and have the same version of software at a national level. TC LibraryThrough service, tools and research assistance, the library contributes to the efficiency, effectiveness and productivity of the organization by keeping TC employees informed of current developments in their field by setting up electronic journal alerting and with the "What's New" updates in the Virtual Library. The TC Library provides "better access to better information" by organizing information in the Virtual Library. We save time for employees in finding and using relevant information, which leads to the development of policy, strategy or action. With the advent of the Virtual Library, the library realized cost savings for the Department by licensing electronic e-journals, databases and e-books for all TC employees thus limiting the duplication of purchasing in the Department. Clients can obtain the information they need without having to make a visit to the library and the information is always available, whether it is on CD or through on-line subscription. The requirement to manage multiple copies of journals, CD's or core reference tools (dictionaries, directories etc.) has been greatly reduced in the Department. Canadian Transportation Research GatewayBy creating a one-stop searchable database of Canadian transportation resources, the Canadian Transportation Research Gateway, the library has demonstrated its citizen-focus. This WEB site has saved time for TC employees, researchers, students, government, and industry. Government Wide Services (GTIS)Transport Canada is a long-time supporter of shared government services. PWGSC services are tightly integrated into Transport Canada's operation. These services are provided under the umbrella of a 3-year Memorandum of Understanding renewed every three years since 1994. The services include Oracle Financials Infrastructure, Mainframe computing, server hosting, a major national data communications network, remote access and Public Key Infrastructure (PKI) services, Data Center services, Firewall services, URL filtering services, Intrusion Detection Services (IDS), 7/24 offsite support and location (TC-Assist help desk services) and on-site professional services (technical support, problem and change management). The service costs in fiscal year 2004/2005 were over $9.5M. Initiatives and solutions have been developed for departmental IM/IT challenges that result in annual cost savings for the Department. For example, it is estimated that the MOU with PWGSC's ITSB has resulted in a cost avoidance of $2M annually for Data Centre services alone. The department also saved over $800K in fiscal year 2004/05 and 2005/06 on the wide area network services. This cost avoidance approach began in 1997, and has been leveraged to attain the level of savings the Department benefits from today. In addition, strategic sourcing of LAN desktop support and voice services has resulted in $500K annually in salary savings. There are other tangible benefits to this type of arrangement: PWGSC assumes much of administrative burden of procuring and managing the services; they can take advantage of a volume discounts to provide more cost-effective infrastructure, support and software procurement; by having PWGSC manage services, standardization is promulgated more easily and economies of scale are brought to bear. WEBMail + Hi-Speed / Teleworkinghas increased employee productivity by allowing the connection to their corporate e-mail services by way of virtually any device that has an Internet connection. Employees are no longer required to carry expensive and cumbersome equipment while in travel status as any e-mail café provides them instant access to their e-mail from anywhere in the world. Hi-Speed / Teleworking has increased productivity by allowing employees to connect at high-speeds from remote locations including their homes. Processing of documents and emails can now be dealt with in real-time as opposed to in the past when employees would transfer large amounts of data usually on a removable media (floppies) and wait hours for their emails to download via modem. B. ProcessLifecycle ManagementThe Department saved over $1.8M in fiscal year 2004/5 by "freezing" procurement of desktop and laptop computers, printers etc., unless absolutely necessary (i.e.: for operational reasons, new employees etc). The savings were achieved despite the fact that the Department grew in number by approximately 130 employees in 2004/05. TIMSD manages desktop and laptop lifecycle plans for the Department in the NCR. Equipment is refreshed on an established cycle to ensure employees have the tools they require, while ensuring fiscal prudence in this fast-changing environment. In the NCR today, most IM/IT hardware and software procurement is done centrally. With the introduction of Thin Client technology, the lifespan of the desktop will double and support costs will decrease significantly. Revised IM/IT GovernanceThree departmental governance forums have been created to improve the management of departmental IM/IT. The membership weighs heaviest on senior program representation:
Through this IM/IT governance structure, the following activities were completed for 2005/2006 :
These deliverables have been program-driven, and have provided the departmental executive with greater overall transparency as it relates to the management of departmental IM/IT and with a clear picture for overall departmental IM/IT spending; furthermore, it has ensured that the expenditure profile for IM/IT is in keeping with departmental priorities and fiscal realities; and has addressed the need to measure departmental IM/IT investment outcomes and validate business benefits - accountability for results and performance. IM/IT enabled projects that have effective governance and are executed well. Steering committees are established to provide oversight for mid-to-large IM/IT related projects and ensure effective governance of funded IM/IT initiatives. Various content, process and IM/IT related forums exist to support the Steering committees. All forums include membership from the business and the IM/IT domains. IM/IT project managers provide on-going project status information in pre-defined templates which form the basis of status reports to the senior executive committee on the health of departmental IM/IT investments. Productivity gains and departmental savings are reflected through increased awareness of the value of IM/IT, implementation of best practices, improved decision making, increased promulgation / conformance to policies / standards, reduced duplication, increased alignment of IM/IT and the business, and increased national coordination of IM/IT. C. PeopleNational IM/IT Training ContractA national bilingual training contract for desktop/LAN and customized end user and technical IM/IT related training has been available for departmental use since 2001. This IM/IT training vehicle provides just-in-time, customized training for TC (including personalized sessions), with convenient on-site or on-line courses , in a standardized method across the country. Under this contract, the administration functions are off-loaded to the training service provider through automation techniques. This includes the provision of course evaluation forms, a centralized reservation capability, usage and evaluation stats for quarterly reports to TC, including WEB access stats, credit card payment and invoicing options, as well as an ability for a TC administrator "point of contact" to access schedules, reports, and to track a learner's progress etc.. It is estimated that the Department has saved in excess of $500K since contract inception when compared to other means of providing similar services. People Management FrameworkTIMSD values its people and recognizes that having a sustainable workforce which is adequately trained and equipped is essential to maintaining and in fact enhancing productivity levels in support of departmental business priorities. Over the years the TIMSD Management Team has focused on devising strategies for recruiting and retaining such workforce. The very low attrition rate in the TIMSD workforce is a good indicator that the strategies are working and higher productivity is achieved by avoiding long learning curves for new employees and minimizes corporate memory loss.
Appendix E-2: Current IM/IT Efficiency Opportunity Descriptions
Approved Departmental IM/IT Efficiency OpportunitiesCost Avoidance / Savings as of March 31, 2007
Appendix E-3: New Comprehensive Review IM/IT Efficiency DescriptionsThe Comprehensive Review has identified the following additional IM/IT efficiencies that will be considered further in the 2006/07 fiscal year:
Of these five (5), the first will be considered under the Comprehensive Review Project, the remaining four (4) will be submitted for consideration over time by TIMSD / Regional IM/IT via the existing IM/IT governance process. 1. Rationalize the Departmental WEB Service FunctionTo build on the work underway to review the Corporate Services' WEB functions and propose options to optimize departmental WEB services functions in both HQ and Regions. The scope of the review will include national WEB services which include authoring, content development, content management, posting, publishing, webpage design, WEB application development, scripting (ASP, JavaScript, HTML etc.), WEB surveys and quizzes, application of CLF standards, metadata standards, Cascading Style Sheets etc. This work will entail conducting a full analysis of how the WEB service is delivered in the Department and developing recommendations for optimizing the resources required to deliver these services. Possible Departmental Benefits
2. IM/IT Service Delivery StructureTo review the departmental IM/IT service delivery structures throughout TC (TIMSD, Regional IM/IT and Program Units) in order to determine what changes, if any, would enhance efficiency and further improve overall delivery of IM/IT service in response to evolving business needs and scarce resources. Possible Departmental Benefits
3. Consolidate Hardware/Software ProcurementTo review the current TC hardware and software procurement structure and processes within HQ and the Regions based on Government of Canada direction, and develop recommendations for further efficiencies in the area. Possible Departmental Benefits
4. Enforce Application Management LifecycleTo review current practices throughout the Department related to the application management life cycle and to propose specific opportunities for improvement. Possible Departmental Benefits
5. Implement Systems Management (Single Point of Contact)To enhance client support, reduce costs as well as streamline existing processes by adopting a national "single point of contact" for IM/IT service in the Department (i.e.: problems, changes, additions and configuration). Possible Departmental Benefits
Appendix F - TC IM/IT Results Framework and IndicatorsDraft IM/IT Results FrameworkThis document contains the draft IM/IT Results Framework. This is designed to be an overarching IM/IT results framework (including NCR and regional scope), that may require revisions from year to year, but that would otherwise remain fairly static over time. This differs from the results framework/performance targets that might appear in a service line plan or similar document that relates to specific initiatives and targets for a specific time frame (e.g the FY 2003/2004 year). Activities and outputs refer to the overall mandate of TIMSD, rather than identifying specific initiatives (e.g. redesign Intranet). The information contained in the draft IM/IT Results Framework, involved a comprehensive review of numerous TC IM/IT related documents. Most of the information used in the results framework came from the following documents:
Note: One of the greatest challenges in developing an appropriate results framework based on these documents is that the activities of IM/IT are defined/categorized in a different manner in each document. An attempt has been made to categorize the information in a manner that incorporates and respects the information in each document. However, to allow linkages between the strategic plan, service line plan, performance accords and results frameworks, it would be advisable, in the future, to develop standard categorization/vocabulary for describing the activities/services of IM/IT.
Draft Indicators for TC IM/IT Results FrameworkBelow are the draft indicators for each of the defined outcome areas. The "source" column also includes some possible sources to be used in measuring these indicators. However, this needs to be further defined based on an understanding of available sources at TC. Immediate Outcomes
Intermediate Outcomes
Ultimate Outcomes
Appendix G - IM/IT Investment Monitoring & Measurement Framework1.0 IntroductionThis framework will provide guidelines for Project Managers to meet the monitoring and measurement reporting responsibilities to the TC Business IM/IT Investment Committee. This framework builds upon the work begun in the IM/IT Investment Plan 2005-2008 and supports ongoing departmental initiatives regarding performance reporting, stressing accountability for results. It will provide additional guidelines and processes around monitoring the status and measuring the results of approved departmental IM/IT initiatives. This framework will provide straightforward, clear methods and tools that enable Project Managers to easily report on the status of their departmental IM/IT initiatives. In turn, this communication aids the TC Business IM/IT Investment Committee in assessing the performance of funded departmental IM/IT initiatives/projects, which better enables them to prepare review reports and recommend any corrective actions, should they be required, to TMX. There are two phases of reporting for IM/IT projects: Monitoring phase and Measurement phase. While both phases are initiated at the start of an IM/IT project, the bulk activities of each phase occur at different times for an IM/IT initiative/project. The monitoring phase occurs throughout the duration of the IM/IT initiative/project, it is a repetitive cycle of status reporting of the project/initiative throughout the project lifecycle. These activities follow standard project management practices and will remain the same for each departmental IM/IT initiative/project. The Measurement phase provides a final assessment in the post-implementation phase of the project and occurs mostly after the completion of all project deliverables. However, there is an aspect to the measurement phase that occurs prior to the start of the initiative, this is determining which baseline measurements should be taken and when, in order to report on the results achieved once all the initiative/project deliverables are completed. The activities related to this phase will remain similar from project to project although the specific metrics and results will vary depending upon the project deliverables and business case. The timelines for monitoring and measuring with respect to the life cycle of IM/IT initiatives/projects is represented in Figure 1. Figure 1
2.0 The Monitoring Phase of Departmental IM/IT InvestmentsThis section describes the framework for monitoring the status of IM/IT initiatives/projects on an ongoing basis, in support of achieving the project deliverables. 2.1 ObjectivesTo provide a consistent format, approach and criteria for measuring a wide variety of dissimilar IM/IT initiatives/projects. To provide necessary information at pre-determined points in time for the Business IM/IT Investment Committee to consider continuing the IM/IT initiative/project as is, implementing corrective actions, or alternative actions. To provide increased visibility of departmental IM/IT investments and benefits from a holistic, departmental point of view. To provide a process that is not to be overly burdensome but to coincide and co-exist with current project reporting requirements. 2.2 Monitoring Process
2.3 Guidelines & TemplatesThe Monitoring Status reports are intended to capture a summary of the project at a specific moment of time. There is a standard template available for Monitoring Status reports
Table 1 - Definitions for Metric States in the Monitoring Phase
2.4 Timelines
2.5 The Measurement Phase of Departmental IM/IT InvestmentsThis section describes the framework for measuring the results of departmental IM/IT initiatives/projects upon completion of all project deliverables. 2.6 ObjectivesTo validate the business case benefits that were forecasted when the IM/IT project/initiative was approved for funding. To expect support and maintain accountability for results and performance. To assess the efficiency gains/benefits and client satisfaction with the departmental IM/IT initiative/project, if applicable. 2.7 Measurement Process
2.8 Guidelines & Templates
Table 2 - Definitions for Metric States in the Measurement Phase
* Not all projects will have cost savings/cost avoidance elements, in cases of compliance or non-cost savings benefits these may be measured in terms of degree of compliance achieved or degree of benefits realized. Alternatively there may also be multiple cost savings that can be measured. 2.9 Timelines
3.0 Change Management for FrameworkAs monitoring and evaluation needs evolve over time, as will this framework, including potential changes to metrics, processes, guidelines, timelines and report templates. The following guidelines apply to any proposed changes to the framework:
Upon implementation of these processes and templates, any resulting activities relating to project management best practices and lessons learned shall be captured and stored in RDIMS for future reference.
Appendix H - Transport Canada IM/IT Project Selection
Criteria
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| Feasibility Study | Pilot Project | New Project | Enhancement | |
|---|---|---|---|---|
Rated Criteria - Strategic |
70 points | 40 points | 25 points | 50 points |
R1 Demonstrates alignment to strategic departmental business priorities |
25 | 10 | 5 | 10 |
R2 Addresses legislated requirements; government mandated initiatives; and/or aligns the department with government-wide initiatives/priorities/directions |
5 | 5 | 10 | 25 |
R3 Demonstrates potential for business transformation leading to measurable gains in process efficiency, productivity, service improvement, and other tangible benefits, including Identification of the cost of not investing in this submission. |
20 | 15 | 5 | 5 |
R4 Assesses collaboration/partnership opportunities including leveraging existing tools and sharing development costs |
20 | 10 | 5 | 10 |
| 3.1.1.1 Strategic Score | /70 | /40 | /25 | /50 |
Rated Criteria - Operational |
30 points | 60 points | 75 points | 50 points |
R5 Technical
|
10 | 30 | 25 | 20 |
R6 Operational Cost Analysis Thoroughly examines and outlines costs:
|
1 5 | 25 | 40 | 20 |
R7 Risk Assessment Provide an analysis of risks affecting success of the project which includes identifying potential risks, likelihood of occurring and risk mitigation strategies. Areas to be considered, but not limited to, are:
|
5 | 5 | 10 | 10 |
| Operational Score | /30 | /60 | /75 | /50 |
| Overall Score | /100 | /100 | /100 | /100 |
All IM/IT submissions are classified according to type and user focus. The purpose of this approach is two- fold:
The classification is determined at the outset of the selection process and is a determining factor in the weighting of the criteria.
The purpose of the selection process is to quantify the potential value of each project based on a concrete set of criteria, and to be able to prioritize project proposals based on overall scores. The weighting system is the key to the establishment of a transparent selection process.
There are two levels within the weighting hierarchy: the percentage split between strategic and operational types of criteria, and the weight of each criterion within each of the two criteria types. The percentages are determined by consideration of the relative importance of criteria types to the classification of the proposed project.
Feasibility Study: Strategic Criteria: 70%. Operational Criteria: 30%
More emphasis is on Strategic Criteria than Operational Criteria since the reason for feasibility studies is to test their potential to become operational projects over time.
Pilot: Strategic Criteria: 40%. Operational Criteria: 60%
More emphasis is on Operational Criteria than Strategic Criteria, since the reason for the pilot is to test the operational viability of the project.
New Project: Strategic Criteria: 25%. Operational Criteria: 75%
More emphasis is on operational criteria due to the need for determining the long-term viability of the project.
Enhancement: Strategic Criteria: 50%. Operational: 50%
Investments in new development initiatives should clearly demonstrate strategic benefits to the business group and department. Operational criteria are weighted as heavily because new development submissions should not entail undue operational burden on the business group or departmental IM and IT infrastructures
The rated criteria provide submission evaluators with a means by which to assign quantitative metrics to project submissions. Submission ratings enable the Business - IM/IT Investment Committee to prioritize IM/IT investments. Below are the guidelines for rated strategic and operational criteria.
The strategic criteria determine how well the project supports the Department's business plan and the Department's efforts to draw more value from its strategic investments. The importance of this set of criteria varies depending upon the type of project.
R1 - Demonstrates alignment with strategic departmental business priorities
The submission should demonstrate alignment with strategic departmental business priorities including:
| R1 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
Demonstrates no strategic alignment / not a strategic business priority |
Suggests some alignment with business priorities listed above |
Clearly aligned with business priorities listed above |
|
Feasibility: |
0-8 points | 9-17 points | 18-25 points |
Pilot Project: |
0-3 points | 4-6 points | 7-10 points |
New Project: |
0 points | 1-3 points | 4-5 points |
Enhancement: 10 points |
0-2 points | 3-6 points | 7-10 points |
R2 - Addresses legislated requirements; government mandated initiatives; and/or aligns the Department with government-wide initiatives/priorities/directions
The submission demonstrates a response to new or changed legislated requirements; government mandated initiatives; and/ or alignment with government-wide initiatives, priorities and/or directions. Some examples of these initiatives would be Shared Services or Proactive Disclosure: Grants and Contributions.
| R2 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
Not mandated; not aligned with government-wide initiatives/priorities/ directions |
Mandated, partially addresses or aligns with government-wide initiatives/priorities/ directions |
Mandated, addresses multiple legislated requirements and/or aligns with one or more initiatives |
|
Feasibility: |
0 points | 1-2 points | 3-5 points |
Pilot Project: |
0 points | 1-2 points | 3-5 points |
New Project: |
0 points | 1-4 points | 5-10 points |
Enhancement: 25 points |
0 points | 1-14 points | 15-25 points |
R3 - Demonstrates potential for business transformation leading to the measurable gains in process efficiency, productivity, service improvement, and other tangible benefits; identifies the cost of not investing in this submission
The project demonstrates potential through all four of the following ways:
| R3 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
| Demonstrates no potential | Demonstrates potential in only 1 or 2 of the ways described above. | Demonstrates potential in 3-4 of the ways described above. | |
Feasibility: |
0-7 points | 8-14 points | 15-20 points |
Pilot Project 15 points |
0-5 points | 6-10 points | 11-15 points |
New Project: |
0-1 points | 2-3 points | 4-5 points |
Enhancement: 5 points |
0-points | 1-3 points | 4-5 points |
R4 - Assesses collaboration/partnership opportunities including leveraging existing tools and sharing development costs
The submission should identify partnerships and opportunities for collaboration and leveraging existing tools.
| R4 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
| The proposal indicates that partnering and collaboration is possible, but does not elaborate | The proposal identifies potential partners and outlines the process for developing partnerships or collaborative arrangements, or plan for leveraging existing tools, but not both | The proposal describes working partnership or collaborative arrangement with internal and/or external partners, and plans for leveraging existing tools | |
| Feasibility: 20 points |
0-7 points | 8-14 points | 15-20 points |
| Pilot Project: 10 points | 0-3 points | 4-6 points | 7-10 points |
| New Project: 5 points |
0-1 points | 2-3 points | 4-5 points |
| Enhancement: 10 points | 0-3 points | 4-6 points | 7-10 points |
The rated operational criteria help to determine how well the project can be executed and how well it can be made operational. These criteria cover risks, costs, project management approach and the impact it will have on the IM/IT environment.
R5 - Technical Fit
The proposed project should demonstrate how it would fit within the IM/IT environment as it is implemented:
| R5 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
| Demonstrates no fit within the existing technical environment | Demonstrates fit however fails to leverage existing tools, solutions or shared services | Demonstrates fit and leverages existing tools, solutions and/or shared services | |
| Feasibility: 10 points |
0-3 points | 4-6 points | 7-10 points |
| Pilot Project: 30 points |
0-10 points | 11-20 points | 21-30 points |
| New Project: 25 points |
0-10 points | 11-20 points | 21-25 points |
| Enhancements: 20 points |
0-7 points | 8-14 points | 15-20 points |
The proposal should provide an analysis of the costs of implementation and becoming operational, including:
| R6 | Poor | Satisfactory | Good/Very Good |
|---|---|---|---|
| Costs outweigh benefits | Benefits match costs | Benefits exceed anticipated costs | |
| Feasibility: 15 points |
0-5 points | 6-10 points | 11-15 points |
| Pilot Project: 25 points |
0-10 points | 11-20 points | 21-25 points |
| New Project: 40 points |
0-15 points | 16-30 points | 31-40 points |
| Enhancements: 20 points |
0-7 points | 8-14 points | 15-20 points |
R7 - Risk Assessment
The proposal should provide an analysis of the risks, identifying those that are within the scope of control of TC, likelihood of occurring and identify risk mitigation strategies
| R7 | High | Medium | Low |
|---|---|---|---|
| High risk or multiple medium risks | Medium risk or multiple low risks | Low risk or very few risks identified | |
| Feasibility: 5 points |
0-1 points | 2-3 points | 4-5 points |
| Pilot Project: 5 points |
0-1 points | 2-3 points | 4-5 points |
| New Project: 10 points |
0-3 points | 4-6 points | 7-10 points |
| Enhancements: 10 points |
0-3 points | 4-6 points | 7-10 points |
Automated Accrual-Based Financial Statement
The purpose of this project is to permit the Department to automatically generate required accrual-based financial statements as identified by Treasury Board Secretariat. The funds required are to provide enhancements to the Oracle 11i suite in order to design, develop, consult, test and implement approximately seventeen (17) financial statement templates using Business Objects.
Automation Financial Management Planning & Budgeting
The purpose of this project is to enhance the existing Enterprise Resource Planning (ERP) capabilities in the Department, namely, Oracle 11i and, specifically, the Oracle Financial Analyzer (OFA) module. The objective is to incorporate corporate financial management functions and outputs related to departmental planning, budgeting and forecasting.
Awards
The purpose of this project is to develop a national system to help the Department to more effectively manage the Awards program and to monitor progress towards expected outcomes. This system will address two components of the Awards program. First, it will allow Regional/Group Awards Coordinators to manage the Long Service Awards for their organization by providing detailed reports on employees reaching recognized milestones. Second, it will allow for the tracking of awards and related information within each organization, to identify areas for improvement and progress towards program objectives. This project will address recommendations made by Evaluation Services after the 2003 evaluation of TC's Awards Program.
E-Forms (TC Forms)
This is a request for capital funding to acquire the necessary services and tools/components required to replace the Transport Canada forms environment (in advance of the failure of the existing 16-bit departmental forms standard software, Delrina Formflow). The approval of this project commencing in FY06-07 should provide sufficient lead time to prepare and implement a new solution which will maintain the operability of the Department's forms while ensuring integration with the current and projected TC IM/IT architecture. The new solution will comply with and promote departmental and federal policies, standards and guidelines.
RDIMS Version 4 Upgrade
The RDIMS Upgrade/Migration Project will propose to replace Transport Canada's existing RDIMS Document Management and Imaging application suite with the newest Government of Canada (GoC) supported version. The new version of RDIMS is being proposed in order to support evolving departmental business and security requirements. The proposed project will consist of two phases: Phase 1 is projected to occur in FY 2006/07 and consists of migration planning, preparation and equipment procurement. Phase 2 is the actual upgrade of the software, implementation of the new hardware, roll out of new images to clients and training. Phase 2 is projected to occur in FY 2007/08.
Tower C Server Centre Retrofit
The Place de Ville Network Server Centre (NSC) located on the 14th floor of Tower C houses 120 servers including critical components for national applications such as RDIMS, LEX, BIRM and the Exchange E-mail system. Services within the NSC are accessed by practically all TC users. The purpose of this project is to upgrade and replace key infrastructure components within the NSC including power, cooling, racking, and UPS (Uninterrupted Power Supply). These upgrades and replacements would allow more efficient use of the existing physical space, power and chilled cooling capacity. Because this system is contained, hot exhaust air from IT equipment is not allowed to mingle with the common room air. The exhaust air is chilled and reused through the in-rack air conditioning units.
CSVA
Each year, the regional Commercial and Business Aviation Group receives an average of 1200 service requests (requests for certification, exemption, approval, authorization, etc). These requests are considered complex, particularly due to the abundance of related documents and the nature of the changes required between the requestor (air operator or member of the public) and Transport Canada. Currently, service requests from air operators can be submitted in six ways: in person or by mail, e-mail, telephone, fax or courier. This diversity complicates follow-up and increases the risk of error. The funding requested will enable the Quebec region to develop four additional on-line service modules which will enable air operators all over Quebec (including remote regions) to use the Internet to submit their service requests directly to Transport Canada, any time, any place. These requests will be processed and sent to the groups involved and then tasks will be assigned by the superintendents, taking into account the inspectors' workloads. Air operators will also be able to track the status of their requests by using a personal service portal (secure extranet).
Neptune 4
This application for funding concerns the purchase of Neptune4 software, a commercial off-the-shelf turnkey system for managing crises and critical interventions for the Security and Emergency Preparedness Group. In the past, three computer systems - SEMIS, M-5 and SEPIRS - were being used by security inspectors but they no longer meet the current requirements of these inspectors given their increased workload. There is direct interaction for e-mail, the WEB and peripheral tools, such as tablet PC, GPS and cartographic software packages. For inspectors, the use of this software will promote information exchange and, consequently, better file monitoring. As for management, this software will, among other things, give them access to a dashboard that shows the number of interventions, incidents and investigations by period and by inspector. The software will also help in administering the schedules of employees, absences and leave, overtime and holidays. Neptune4 ensures individual accountability, with security levels that are easily amended by the administrator and very versatile. The interventions are trackable at all times. Neptune4 software represents an affordable solution that meets over 90% of the needs of inspectors and management.
Pleasure Craft Operator Competency System (PCOCS)
In order to prove competency, pleasure craft operators are required to attain and carry a standardized Pleasure Craft Operator Card, which is good for life and is issued to operators who have successfully completed an accredited test. By 2009, the number of cards issued is expected to reach four million. There is currently no database for cardholder information. Some designated providers are using home grown applications to track their own operator information. Developing PCOCS to reside on a Internet based application supported by an Oracle 9i database will meet Corporate Services IM/IT Framework requirements and Marine Safety's commitment to the development of maintainable applications.
Seafarers' Medical Tracking
The Marine Training, Examination and Certification section is responsible for the development and maintenance of Regulations, Examinations, and Training Standards for the Certification of Seafarers. This section also issues Certificates of Competency to seafarers after they have successfully completed all prerequisites and examinations. Comprehensive records are maintained on all seafarers who are candidates or recipients of the aforementioned certificates. The information in ACES is derived from application forms and contains individual's names, dates and place of birth, medical status, qualifications, etc. At this time, some of the Marine Medical Certification information is captured on a stand-alone Microsoft Access application. The Seafarers Medical tracking component will be a WEB based Intranet system supported by Oracle 9i database. It will use the same architecture as other applications (e.g. Ship Inspection and Reporting System (SIRS), Canadian Port State Control System (CPSCS), Small Commercial Vessel Licensing System (SCVLS), National Time and Activity Recording System (NTARS)).
TC Bulk Cargo Inspection System
Port Wardens are required to report on cargo activities by collecting and disseminating inspection information related to the examination of ships, issuance of certificates, compliance orders and fees charged. The existing application used for recording and tracking Bulk Cargo activities runs on a MS Access V7 database with a VB interface. Basically, a Port Warden must board a newly arrived ship in any port in Canada for the purpose of examining the condition and stowage of its cargo. The application has reached the end of its useful shelf life. Converting Transport Canada Marine Bulk Cargo (TCMBC) to an Oracle based system with WEB capabilities will allow it to interoperate more freely with other Marine Safety applications. Marine Safety has already given considerable time and effort into the requirements and design of the desired new application, which will effectively reduce the development cost. The existing TCMBC application is not cost effective to support. The upgraded system (TCMBC) would provide features to enable shippers, ship owners, agents and masters to collaborate in the process by providing data about ships, voyage plans and their consignment including identification, specifications, certification, instrumentation, cargo, stowage, calculation of stability and itinerary prior to their arrival. It will also enable Port Wardens and inspectors to carry out their business requirements from the office or in the field as well as automate the electronic tracking and processing of invoices.
Vessel Plan Approval
Until 2004, Marine Safety's mechanism for the tracking auditing of Plan Approval records were stored in an MS Access database. In early 2004, Marine Safety decided to incorporate the storage of Plan Approval related data within the Ship Inspection Reporting System (SIRS). Initial data conversion (for large vessels) was carried out from the MS Access application to the SIRS application. Originally, Marine Safety intended to do the same for the Small Vessel Inspection System (SVIS). Marine Safety initiated an audit of the Plan Approval process mid 2004 to determine the functional authority and responsibility related to the process of approval and record maintenance of Plan Approval. Results from this audit determined that the plan approval process required more in-depth tracking. Due to the submissions required at various stages of construction of a vessel, as well as at different inspection intervals, and to the possibility of a vessel changing from either a large vessel (SIRS related) to a small vessel (SVIS related) a separate interface which ties both applications and databases is required. A Plan Approval working group has been established to further define specific business requirements. It is Marine Safety's intention to develop a WEB-based intranet ASP/ASP.Net application that would be supported by a data-mart approach that will define the business rules of plan approval and interface directly with Marine Safety vessel inspection systems (SIRS, SVIS). It will be built based on the report which will be created by the Plan Approval working group and approved by the Marine Safety Executive committee (MSE).
Environmental Information System
This system will integrate information from disparate datasets, bringing together textual and spatial data held by Transport Canada. The data will be geo-referenced and displayed as different layers or views to the user and displayed through a map interface over the Intranet to real property and environmental practitioners across the country. Pilot project activities will include conversion of the Property Records System database, geo-referencing of property plans, integration of property data and creation of a graphical user interface. If the pilot is successful, the land information will become base-level data on which to layer environmental datasets. Once fully implemented, the EIS will enable the Department to meet Treasury Board requirements for custodians of federal real property to report spatial information pertaining to land holdings and contaminated sites. It will also capture data relevant to the Department's environmental obligations and responsibilities and allow Transport Canada's Environmental Programs Branch to share information relevant to the Environmental Management System, Contaminated Sites and Environmental Assessment.
Data Warehouse Phase II
The Safety & Security Data Warehouse is a central repository of information that provides managers and analysts within S&S access to reliable, quality safety data. It allows for analysis of safety-related information that may be useful for various activities, including development of outreach programs, regulation making, and risk management programs. The S&S Data Warehouse is currently incomplete. There are additional elements needed (e.g. TSB Aviation Occurrence Data, Modal Inspection Data) to create an inclusive data warehouse capable of providing enhanced analysis and report functionality for all of S&S. These additional elements will better position the modes to handle changing priorities and business needs and be able to modify their programs based on the analysis of "hard data". From a directorate perspective, Strategies & Integration would be able to use the data warehouse to collect and analyze data, which it carries out on behalf of Safety & Security.
Crisis Management System (CMS)
The Crisis Management System (CMS) was developed for Emergency Preparedness by AMITA Corporation and was implemented nearly eight years ago. Since then, some upgrades to CMS were made in order to fix shortcomings that surfaced when the operating systems were updated. Currently, CMS (a WEB based application system) is being used by all NCR and Regional Situation Centres (SITCEN) when a crisis and emergency occurs. The software is also being used on a daily basis for various entries in the Daily Log and for consultation (saved documents, contact lists and SOPs). The CMS application is deemed critical and problems surfacing that could affect CMS during a crisis would hamper the actual handling of the crisis at hand. Funding is required to obtain professional services to conduct a thorough analysis of how to best enhance the existing CMS application in order to meet changing departmental business needs. A four-month directed study should be conducted in order to identify the new business needs, shortcomings of the current system and to identify a proper action plan to ensure current system availability during any upgrades/enhancements.
Inspection Information System
The goal of the TDG Act is to "promote public safety in the transportation of dangerous goods". The existing Inspection Information System (IIS) application no longer supports the business needs of the user community and is inconsistent with departmental database development standards or application architecture. The development software (FoxPro 2.6) is outdated and there is significant technical difficulty to keep the application running properly on current hardware and software. It is no longer cost effective to support, nor does it support Transport Canada's commitments in the Strategic Plan. Redeveloping the IIS will support TDG's commitment to the development of maintainable applications. The upgraded system would provide inspectors the feature to collect and interpret data about industry, manufacturers and shippers of dangerous goods prior to, during and post inspection; one-stop access to all the forms they need during the course of a work day; and management capability to complete risk evaluations, reallocate resources, develop regulations, etc.
ATIP Image
The purpose of this project is to upgrade TC's ATIP imaging technology; to improve the security of records processed by the ATIP Unit using imaging and redacting technology (electronic severing of documents to replace current cutting and pasting practices when part of a record must be protected from disclosure) and to provide related training to the ATIP staff. This would be required for ATIP v.12 workstations.
Marine Ballast Water Discharge
Pursuant to the Regulations under the Canada Shipping Act, vessels transiting waters under Canadian jurisdiction are to have a ballast water management plan in place, to manage their ballast water according to that plan, and in compliance with the areas as outlined in the regulations, and also to file a report with Transport Canada, Marine Safety, outlining their management details for the current voyage.
Scientific evidence suggests that ballast water, which includes the suspended matter in the water, carried on board a ship can be a vector by which harmful aquatic organisms and pathogens are unintentionally transported around the world. These organisms and pathogens carried in ballast water can potentially invade an ecosystem when a ship discharges untreated ballast water. When non-indigenous organisms are discharged into waters where environmental conditions are such that they grow and flourish, some can become invasive and decimate native flora and fauna.
Emergency Fan-Out System
Marine Security is responsible to immediately inform the marine industry concerns of a situation, of an event or a threat that may affect the security of the Canadian Marine transportation system or Canadian flag vessels abroad. There are approximately 430 Canadian ports and facilities and 218 Canadian vessels compliant to the Marine Transportation Security Regulations. In the case of a national emergency, the marine security notification must be available immediately to approximately 800 stakeholders. This number does not take into account foreign vessels in Canadian waters. Marine Security must fulfill its obligations to the marine transportation industry and provide an efficient and effective notification service. The need for an Automated Emergency Notification Fan-Out System is imperative to the effective and efficient dissemination of changes in Marine Security (MARSEC) level. Increasing the MARSEC level from 1 to level 2 or 3 places additional security requirements and procedures upon the industry.
Aerodromes and Air Navigation Safety Information Management System (AANSIMS)
The Aerodromes and Air Navigation Branch currently has a number of data repositories, both electronic and otherwise, which were designed to meet the needs of individual sections or divisions. As a result of a recent merger of branches there is a requirement to modernize the databases and data management tools into a common data management system that meets the overall business requirements of the new branch, and incorporates other databases and sources of data from other areas of Transport Canada, other government departments and non-government organizations.
Continuing Airworthiness WEB Information System (CAWIS)
CAWIS tracks project investigations internally. Annual Airworthiness Information Reports (AAIR) are required to be submitted by owners and operators by mail; an on-line system will greatly improve response rate and ease of updates. Migration of current Continuing Airworthiness (CAW) business systems onto a platform that can be accessed by the external clients keeping in mind of the Government On-Line standards is necessary. There are requirements to upgrade the system to a CAWIS portal that will require porting the existing CAW Mainframe system to a WEB-enabled environment accessed through the Internet browser.
General Aviation System
The General Aviation (GA) Branch is responsible for the licensing of all pilots and flight engineers; the licensing and testing standards; and the safety regulations, inspection and monitoring of all Canadian flight training units. The Branch is also responsible for regulating aircraft registration and leasing; maintaining a Canadian Aircraft Register; and maintaining a safety oversight of recreational aviation and special flight operations such as air shows. The GA System model is a phased approach to a fully integrated functional system for the future of General Aviation. From this single system, all current GA functionality will be possible.
Transportation Portal
The development of a Transportation Portal fits with the Government of Canada's 'Government On-Line' vision of collaboration and service transformation and fits within Transport Canada's external service delivery mandate for the departments own WEB presence. As a result, Transport Canada Communications Group sponsored a study to examine the feasibility of a transportation portal. Evidence exists of a demand for transportation subject-matter information, and to provide the information in a customized and comprehensive package. A transportation portal would incorporate information from all jurisdictions and be a gateway for Canadians to seamless, subject-driven information on transportation-related matters.
Ongoing Enterprise Resource Planning (ERP) Enhancements (Oracle 11i)
The purpose of this project is to permit the Department to continually improve the ERP system implemented under the BIRM project. Specifically funds are required in order to test and implement: new application family-packs; enhancements to system functionality; and minor extensions to the ERP system footprint, that may be required prior to the next major system upgrade.
Public Service Modernization Act (PSMA) Implementation
(Human Resources Information Management Systems update related to the Public Service Modernization Act). The Public Service Modernization Act is bringing legislative changes that affect the way departments do HR business. Increased delegation and accountabilities, and modifications to business processes and practices bring new information requirements and additional reporting requirements. To ensure Transport Canada can comply with those requirements, the Human Resources Management Systems (including TIPS) will need to be updated in order to support the new information and reporting requirements. With new HR business processes being introduced and additional authority being delegated to the Department, Transport Canada will need to update its Human Resources Management Systems (including TIPS) to ensure it can gather and process the information to meet legislative requirements on a national basis. If the Department cannot report back to central agencies on legislative reporting requirements, delegation could be withdrawn from the department causing embarrassment to the Deputy Minister.
ACES Conversion from Mainframe
The Marine Training, Examination and Certification section is responsible for the development and maintenance of Regulations, Examinations, and Training Standards for the Certification of Seafarers. This section also issues Certificates of Competency to seafarers after they have successfully completed all prerequisites and examinations appropriate to the level of certification. Comprehensive records are maintained on all seafarers who are candidates or recipients of the aforementioned certificates.
Boat Identification & Safety System (BIASS)
The Boat Identification and Safety System (BIASS) is a Coast Guard application that has been integrated from DFO. The application provides controlled users the necessary tools and software used in the issuing of legislated capacity plates relating to the input of vessel specifications, volume calculation, administrator of orders and shipments, and reporting.
Navigable Waterways Database System
The current system version, recently transferred to TC from DFO, has a number of technical problems that necessitate development and implementation of a new version of the Navigable Waterways Database System (NWDS). Going forward with this initiative now will improve the system's ability to provide the best possible information for planning, reporting and decision making while promoting consistency in program delivery.
Seafarer Identity Documents (SIDs)
Development and implementation of an enhanced system to register, record and produce a new Canadian Seafarer Identity Document (SID).
ECATS Phase II - PAD
Phase I of the ECATS initiative, completed in March 2005, was directed at collecting electronically operational air carrier data from all domestic and foreign commercial air carriers operating in Canada. Phase II of the program would extend the initiative to electronic collection of air cargo statistics, general aviation-related operational data and financial information from both commercial air carriers and general aviation operators.
Enhance Recalls Database
The existing Recalls Database (MS Access application) is a repository of recalls on vehicles, which is used by the Motor Vehicle Defect Investigations and Recalls division, within the Road Safety Service Line. This project consists of enhancing the current application by: (1) rendering it into a browser-based application assessable by the divisional staff and by the general public; (2) design the application and its security model to reflect separate access right to data and functionality by each user group; (3) enhance the search mechanism to include a natural language search engine and the implementation of a "sounds like" feature; etc.
Public Complaints System Enhancement
The existing Public Complaints System (which is a MS Access-based application) gives the Motor Vehicle Defect Investigators the ability to register complaints received by the general public. This project consists of enhancing the current application, for example: (1) rendering it into a browser-based application, accessible by the investigators, regional contractors, and the general public; (2) design the application and its security model to reflect separate access right to data and functionality by each user group; (3) add an archival capability and rendering it accessible; etc.
Security Regulatory Advisory System (SRAS)
The purpose of this project is to develop a WEB-based system in order to grant external stakeholders access to sensitive Transport Canada regulatory and non-regulatory security information, and act as an alternative forum for consulting stakeholders, in a secure and timely manner. SEP's stakeholders have requested an electronic means to view security requirements that is timely, accessible and efficient as the current methods of transmittal is outdated and does not meet current expectations.
Integration of Applications with RDIMS / ccmMercury
To allow the enhancement of a number of "key" departmental business applications to provide the capability of integrating unstructured data (stored in RDIMS, ex. Word documents, faxes, spreadsheets, diagrams etc) with its corresponding structured data, from the business data base itself (e.g. tombstone data, inspection data, registration data, etc.) to provide a single window of access into a given business line's electronic information holdings (e.g. a virtual repository). It should be noted that while significant benefits have been achieved in managing our unstructured information with the implementation of the RDIMS solution, even greater benefits would be anticipated with the integration of both information types. While the funding for this project would not address the requirements for integrating RDIMS for all of the departmental business applications, it would serve as a sufficient critical mass of credible examples from which other business owners could build their own business cases upon for same.
Communications Security Equipment Replacement (COMSEC)
The Government of Canada, led by the Communications Security Establishment (CSE) has initiated the 'Canadian Cryptographic Modernization Program', which is staged to replace all aging cryptographic equipment in use within the Government of Canada. The first phase of this project is focused on the replacement of the secure telephone products by September 2007. As part of this GoC initiative and due to equipment obsolescence TC must therefore replace its entire secure phone inventory by September 2007.
Departmental Application Developer Toolset
The purpose of this project submission is to request funding to acquire a set of productivity tools to be used by departmental application developers (both at HQ and in the regions, where applicable) in support of their daily activities. The tools specifically targeted by this project fall into the following three categories; testing and performance tuning tools (QACentre); process and data modeling tools (AllFusion); middleware tools (BizTalk); The categories of tools (and brands) above have been identified through a series of needs analysis studies conducted by TIMSD with departmental developers over the course of this past year and using data extracted from the departmental IM/IT Strategic Plan.
Single Sign-On
As the use of Information Technology applications increase on daily basis within our environment, and the issue of security remains high on everyone's agenda, the differences between these various applications regarding how software vendors implement security measures is as varied as the programs themselves. The result is that very few use the exact same methods to enforce the required security levels not to mention the fact that a same password for ALL an employee's accesses is a very high security risk!
Collaboration Tools
The project will prepare policy and guidelines for the collaboration environment, conduct a proof of concept pilot to validate the policy and guidelines, develop a requirements specification for a collaborative tool suite, and acquire and deploy an appropriate suite of standard collaboration tools for departmental use or establish a TC standard suite of approved products that can be acquired as needed. Collaboration software or groupware refers to programs that help people work together collectively while located remotely from each other. Collaborative services can include such capabilities as the sharing of calendars, file sharing, collective writing, e-mail handling, communities of practice (COP), public consultation, bulletin boards, shared database access, electronic meetings with each person able to see and display information to others, etc.
Wireless Infrastructure
This project would provide Wireless LAN infrastructure for Tower C and the regional offices. The technology includes the access points and security equipment that will provide clients with secure wireless connectivity to the TCI. The Wi-Fi network card for client laptops/computers is not included in this proposal. It has been identified that 40% of TC staff are mobile, with the bulk of these being inspectors. Mobile users need to return to their workstation in order to connect to the TCI when they are in the office. With Wi-Fi enabled laptops, these users would be able to connect to the TCI from anywhere within Tower C or the regional offices, as well as larger TCCs.
Aircraft Maintenance and Dispatch System - AMDS
The Aircraft Maintenance and Dispatch System (AMDS) is a software application that will integrate inventory, aircraft maintenance, flight operations, training, and financial information so that Aircraft Services can efficiently and effectively support aircraft operations for clients, maintenance support services for other clients, and client billing. The system will also meet the need for increased regulatory surveillance, improve access to up-to-date information, and reduce the time spent by maintenance staff on administrative paperwork.
Oracle Release 11i
Transport Canada is proposing to migrate to Oracle Release 11i to improve administrative efficiencies within the Department, provide accessible and complete management information and expand the reach to its internal and external clients using WEB-based methods for service delivery. The objectives of the Oracle 11i project support Transport Canada's (TC) overall Government On-Line (GOL) vision, namely: "To make Transport Canada more effective in the pursuit of its mission by reengineering its business processes and adapting its services, such that by December 2004, the Department will have a critical mass of online services that meets the needs of its stakeholders and the Canadian public."
National Time Activity Reporting System (NTARS)
NTARS serves 500 Marine Safety employees on a national basis. It is a critical tool used to measure workload and guide management in effective decision-making. The continued development and enhancement of NTARS is critical to Marine Safety's reporting capability from a modern management perspective and could over time become a departmental investment used by other business lines and groups. The NTARS could provide cost savings to other departmental business lines wishing to implement a similar activity reporting system. NTARS could link to Marine Safety's Ship Registry Information System (SRIS) and the Ship Inspection Reporting System (SIRS) for a more effective system. Connectivity to the departmental BIRM and LEX systems are also considerations.
Data Needs Warehouse
The objective of a data warehouse is to create a 'one-stop' repository of key safety-related information. The work will lead to the creation of a centralized data repository for Safety & Security consisting of standardized and cleansed safety-related data. The repository will contain data from various key operational data systems, such as the occurrence data for Air, Rail and Marine modes and to some extent Road collision information. It will also bring together information from key modal inspection and inventory holdings (e.g. IRIS, SIRS), provide the necessary linkage or 'cross-overs' and user-friendly query applications to allow analysts and managers to access information from the disparate systems in easy and consistent fashion. Depending on the level of detail required and the level of security, the warehouse will provide a catalogue of pre-defined standard reports, as well as parameter driven query applications, which will allow the user to obtain specific result sets on the resident data holdings.
Rail Integrated Gateway System (RSIG)
The RSIG model is a series of fully integrated functional modules for the future Rail Safety national data system. These individual modules represent various program areas and supporting systems to meet the operational and reporting requirements for Rail Safety. From this integrated national data system, results will be produced for trend analysis, resource accountability, risk management and decision-making. The RSIG model will be a single point of entry where users will have access to all data regardless of any functional specialty they may have, across the Regions and Headquarters. Information will be shared from the program delivery modules, program support modules, common tables and external sources modules. This will help to alleviate the concept of operating in stovepipes as the RSIG model was designed as a series of integrated modules to encourage the sharing and exchanging of information between programs.
Security and Emergency Preparedness Information Reporting System (SEPIRS)
The objective of this project is to enhance the Security and Emergency Preparedness Information Reporting System (SEPIRS) application to address the new requirements of the Marine Transportation Security Regulations (MTSRs) that came into effect on July 1, 2004 and the number of anticipated amendments to existing regulations and/or new regulations. While SEPIRS was designed to incorporate all modes of transportation security, there remains a significant amount of work required in the database for the new regulations. When complete, SEPIRS will be capable of capturing marine inspection information based on the new MTSRs and provisions within the International Ship and Port Facility Security (ISPS) Code. It will include such information as pertains to the inspection of Canadian ports, port facilities, offshore platforms and a variety of ships captured by the Marine Security Regulations. As well, SEPIRS will permit the capture and reporting of data associated with the Canadian Coast Guard east and west coast vessel tracking terminals. This is for incident management purposes and will be comparable with other data held in the SEPIRS database. These enhancements are essential to ensuring that TC is capable of carrying out its security oversight function.
Transport Canada Automated Fingerprint Identification System (TCAFIS) - II
TCAFIS is a comprehensive, fully integrated architecture to capture electronically fingerprints / facial images, demographic data and scanned personal history documents. The key benefit: TCIB can now forward a fingerprint transaction seamlessly to the RCMP in real time. TCIB has dramatically reduced the turnaround time of processing fingerprints for the transportation security clearances for applicants requiring access to restricted areas, and for TC employee security clearances from an average of 45 days to 60 days down to a few hours. This digitized fingerprinting system enables TCIB to collect fingerprints electronically, without the use of any paper documents. This new inkless, paperless environment eliminates costly storage and supplies of fingerprint forms, inkpads and the physical movement and tracking of paper. TCAFIS supports a full-ten finger search of fingerprints, as opposed to previously name-only based searches. This migration to a full ten-fingered search offers an enhanced level of security not realized in the past.
Conversion of TDG Regulations Schedules 1, 2 & 3 to Oracle
Schedules 1, 2 & 3 of the TDG Regulations do not currently exist in a database that is accessible to all TDG staff, regional inspectors, clients and stakeholders. It is proposed to convert the data into a searchable Oracle database to eliminate the need to maintain several versions of the list for different purposes, and to have it accessible by HQ and regional staff, and by external clients over the TC Internet.
Thin Client
Thin Client, also known as server-based computing, is a computing architecture in which the applications run on a centralized Thin Client server. Instead of being used to run the applications under Thin Client, the role of the Thin Client workstation (transformed desktop computer) / full Thin Client device is relegated to the provision of a user interface for the end user. Although Thin Client software would be required at each Thin Client workstation, this would be installed as part of an ongoing application install or upgrade. The existing departmental desktop computers will be utilized until the end of their lifecycle at which point full Thin Client devices will be introduced where applicable. The decision to introduce a full Thin Client device in lieu of a new desktop computer would allow an increase in the desktop replacement cycle (from existing 3 years to 7 years under Thin Client) thus reducing operating costs, all while providing the same functionality as a desktop computer.
Infrastructure Renewal
The scope of requirements addressed include servers, Local Area Network (LAN) components, common disk storage and related support components such as Uninterruptible Power Supplies (UPS), server racks, etc. The general approach is to replace servers on a 3-year life cycle basis (other types of servers are replaced on a 5-7 year cycle). Other components, such as network, Uninterruptible Power Supplies (UPS), etc. are upgraded/replaced based on other factors such as performance/capacity, obsolescence, increased requirements, etc.
Infrastructure Renewal - Ontario, Pacific, PNR, Quebec, Atlantic
Each Region receives a portion of this funding to address their respective Infrastructure requirements.
WEB Content Management Suite (Includes search engine upgrade)
The recently completed Review of Departmental WEB Service Functions,
part of the Comprehensive Review, has documented the requirement within the
Department for an automated WEB content management system (WCMS) in order to
ensure the quality and consistency of TC's WEB presence. Studies, including a
2004 TC Internet site user survey and 2006 focus group, also demonstrate that
the current search engine, based on natural language, is now outdated, with
users overwhelmingly preferring to use keyword-based search engines, such as
Google. Efforts to implement a WCMS have been ongoing since 2001. Indeed, the
Strategic Plan for the TC WEB presence, established in 2003, as well as the
2002 TC WEB Governance Structure, both assume that an automated WCMS would be
in production for the Department, to serve as the primary support for
governance, tracking and quality control. These new standards will apply to
every level of the TC Internet site. Intranet sites will not be impacted
immediately, but may be the subject of a future requirement, if CLF 2.0
implementation follows a similar pathway to CLF 1.0. By pursuing the
PWGSC-acquired content management suite, TC would save considerable effort on
system acquisition. We would also benefit from leveraging the knowledge of
departments that have already successfully implemented the system, such as
NRCan, and those who are currently in implementation phase, such as Agriculture
and Agri-Food Canada. We will also be able to use standardized templates within
the system in order to implement the second iteration of Common Look and Feel
standards (known as CLF 2.0) before the deadline, expected to be in December
2008.
TC's Enterprise Resource Planning (ERP) Upgrade (Oracle Footprint
Expansions)
Transport Canada's Enterprise Resource Planning (ERP) system, specifically,
Oracle applications, is the official set of books for financial accountability
and provides a suite of business applications serving both TC employees and
customers. Since its implementation in 1994, the system has typically
followed a five-year life cycle in order to remain technologically up to date,
reliable and responsive to departmental needs. Transport Canada's long-term
capital plan identified a scoping and planning activity for an ERP upgrade in
2007/08 with a phased implementation in 2008-09 and 2009-10. Events in
2006/07 underscore the need for an immediate technical upgrade to take place in
2007/08 and a subsequent phased approach for a major upgrade of Oracle
applications and supporting technology. The Oracle 11.5.10 upgrade, which
includes the required security patches, is considered a technical upgrade
critical to application sustainment and enabling the Department to continue to
be responsive to its employees, customers and central agencies. The
second phase of the project includes planning and analysis of potential
expansions and/or changes in Oracle functionality in light of growing
accountability, transparency and efficiency requirements as well as Cluster
Group and government-wide directions.
Oracle Learning Management System
This new project would implement, Transport Canada-wide, a WEB-based software
learning management system (LMS) to facilitate 'anytime, anywhere' access to
learning content and administration. The LMS would enable distributed
management of all aspects of learning administration, including online content
material delivery and tracking mechanism to learners, competency management and
training workflow approvals. The LMS to be implemented is Oracle iLearning, a
stand-alone, enterprise LMS that provides a complete infrastructure to manage,
deliver, and track training for online and classroom-based environments. The
LMS also includes learner and administrator features, assessment, and report
and integration features. This project is also linked to the Finance ERP
submission around the Oracle Learning Module.
IM/IT Infrastructure Renewal
As a result of a TMX Decision in June 2000, Technology and Information
Management Services (TIMSD) submitted a 3-year proposal for IM/IT
Infrastructure Life Cycle Replacement for fiscal years 2001/2, 2002/3 and
2003/4, including a detailed cost/benefit analysis. The submission was
subsequently approved, funded and implemented. A follow-on proposal to the TC
Business IM/IT Investment Committee for fiscal years 2004/05, 2005/06 and
2006/07 was recommended for approval, and subsequently approved by the TMX
Capital Sub-Committee and the Deputy Minister. The existing plan is now
reaching the end of its 3-year cycle. This submission, therefore, seeks
approval for the continuation of the IM/IT Infrastructure Renewal program for
the next three years (2007/08, 2008/09 and 2009/2010) for National Capital
Region, Corporate and Regional IM/IT infrastructure components.
New VFEIS
The New-VFEIS will be a significant re-design of the existing VFEIS data
system. The new system will receive data from the VERIFY database (belonging to
the U.S. EPA) as well as directly from the Canadian motor vehicle industry.
New-VFEIS will eliminate the current outdated requirement for hardcopy
submissions/reports and will ease the data reporting burden on the motor
vehicle industry (our external stakeholders). Changes in the regulated U.S.
Fuel Economy Program must be included in the current Canadian Fuel Consumption
Program to ensure a continued harmonized North American approach to vehicle
testing and labelling.
Environmental Information System
This system will integrate information from disparate datasets, bringing
together textual and spatial data held by Transport Canada. The data will be
geo-referenced and displayed as different layers or views to the user and
displayed through a map interface over the Intranet to real property and
environmental practitioners across the country. Pilot Project activities will
include conversion of the Property Records System database, geo-referencing of
property plans, integration of property data and creation of a graphical user
interface. If the pilot is successful, the land information will become
base-level data on which to layer environmental datasets. Once fully
implemented, the EIS will enable the Department to meet Treasury Board
requirements for custodians of federal real property to report spatial
information pertaining to land holdings and contaminated sites. It will also
capture data relevant to the Department's environmental obligations and
responsibilities and allow Transport Canada's Environmental Programs Branch to
share information relevant to the Environmental Management System, Contaminated
Sites and Environmental Assessment.
MPS Warehouse Bar Coding for Oracle Initiative
Since inception, order frequency and complexity have increased steadily by 75%
in the first three quarters of 2006 over the same period in 2005. Order
fulfillment is managed by the Multimedia Publishing Services (MPS) and carried
out by Oracle Inventory and Order Management modules that form the backend of
Transact and iProcurement. Bar code scanning technology is available both
through Oracle and third party vendors. It is expected that bar code scanning
of products for order fulfillment will increase the accuracy of orders shipped
(correct items and quantities) as well as decrease the amount of time for order
fulfillment, item returns, stock takes and inventory receipt. The purchase of
bar code scanning technology should further increase employee job performance
and satisfaction by decreasing job complexity and easing operational time
constraints as they arise due to increased workload.
Aircraft Integrated Management System (AIMS)
In 1998 an Aircraft Maintenance and Dispatch System (AMDS) to meet
this requirement was approved at an total estimated cost (TEC) of $6.6
million. A contract was subsequently awarded to a company ("InAir") for
the acquisition and implementation of their software. Shortly after the
company delivered the Material Module and interface to IDFS in 2001, the
company went bankrupt. In 2002, Electronic Data Systems (EDS) acquired the
rights to assume the balance of the InAir contract. However, EDS was
unable to complete the project and subsequently sold its organizational
division that had assumed the work on the ASD system. A decision was
taken to place EDS in default and the contract is in the process of being
terminated with $2 million project funds remaining. It is imperative that
a new system be implemented as soon as possible since the existing InAir
Material Module, which interfaces with IDFS no longer has vendor support, and
given termination of the EDS contract, the remaining principle features of
system requirements are still outstanding. ASD has conducted informal
evaluations of two COTS products to control the maintenance of their
aircraft. These industry standard COTS products have been certified by
Transport Canada and the Federal Aviation Administration and follow the Air
Transport Association standards.
Enforcement Management Systems
The Canada Shipping Act 2001(CSA 2001), Part 11 provides for new
instruments for promoting compliance with the law. Beginning with
section 228, the Minister is authorized to levy an Administrative Monetary
Penalty (AMP). It is Transport Canada's intention to adopt a phased
approach to the implementation of MSEMS. Once the MSEMS regulations come
into force in November 2006, Marine Safety will provide a six-month grace
period before monetary fines are applied. During this period, Marine
Safety Inspectors, upon identification of infractions, will issue warnings to
individuals and vessel owners, advising them in the form of a warning of the
monetary penalties that they will be subject to for said infractions come April
1, 2007. Marine Safety intends to track all warnings issued to
individuals and vessel owners for future data conversion to a fully developed
MSEMS. It is Marine Safety's intention to develop the MSEMS as an
Intranet WEB-based application, supported by an Oracle 9i database, with data
transfer (upload and download) to these other applications.
Information Management System
The creation and implementation of MarSec Information Management System is to
exchange, receive, analyze, and discriminate input that will improve security
in Ports, Facilities, and Vessels in Canada from coast to coast. To
fulfill this responsibility, MarSec requires that an Information Management
System be initiated that will provide a WEB/Intranet-based activity reporting
system for inspectors and Headquarters' staff. It is both a data
collection and management information system to capture, monitor and track
security-related activities of interest to Transport Canada. Furthermore,
MarSec Information Management System is expected to provide an effective
reporting and tracking mechanism that allows inspectors to have access to the
most up-date and current data on any number of different issues, from
facilities to the frequency of vessels, to ongoing investigations.
Database for Monitoring Policing at Marine Ports
Transport Canada is working on a proposed interdepartmental project to monitor
policing at specified marine ports across Canada. TC is supported in this
work by the Department of Public Safety (DPS), RCMP, Canada Border Services
Agency (CBSA) and the Federal Prosecution Service of the Department of Justice
(DOJ-FPS). The purpose of this work is to monitor policing at selected
ports above the existing baseline of local policing in order to improve
national security, address organized crime and support border integrity.
The proposed project would evaluate specialized federal policing and customs
and immigration expertise with the knowledge and community experience of police
of local jurisdiction. Likely outcomes from this program include the
deterrence of criminal activity, irregular immigration, covert illegal weapons
importation, including weapons of mass destruction, and enhance the ability to
collect intelligence, seize contraband and conduct additional organized crime
or national security investigations.
SEPIRS Security Enhancement
Transport Canada (TC) has identified a requirement to protect information
contained in the SEPIRS application in order to safeguard security related
information. The current process is manual and does not respond to the dynamic
field of security preparedness. By ensuring that critical data is kept safe and
secure and by protecting as much as possible areas that may appear to be
vulnerable, Canada can continue to give travelers the confidence to use the
transportation system. Every effort must be made to safeguard this critical
information and by doing so, ensure a safe and secure transportation
system. SEPIRS replaces the former SEMIS system and provides additional
functionality to address the requirements of the directorates mentioned
above. It also provides a central registry for monitoring and tracking
security related activities concerning Transport Canada.
Air Cargo - Secure Supply Chain Database
Transport Canada in partnership with Canada Border Services Agency are
undertaking to outline a broad strategy and approach for developing a
comprehensive air cargo security regime for Canada. The strategy will
address three specific risk-based priorities: (1) Protecting against explosives
carried in cargo on passenger aircraft; (2) Protecting against explosives in
mail carried on passenger aircraft; and (3) Protecting against commandeering of
all-cargo aircraft. In an effort to design and pilot test an effective air
cargo security program, the goal of this project will be for TC in
collaboration with CBSA to identify, assess and develop a secure supply chain
database to effectively manage secure supply chain programs for air carriers,
freight forwarders and shippers to identify low risk cargo.
Portable / Desktop Electronic Fingerprint Capture Devices
(TCAFIS)
Transport Canada Intelligence Branch (TCIB) has an electronic automated
fingerprint identification based system known as Transport Canada Automated
Fingerprint Identification System (TCAFIS). TCAFIS is the backbone for
processing background checks for transportation security clearances in support
of the Transportation Security Clearance Program (TSCP), as well as Government
Security Policy security clearances for TC employees. To meet the anticipated
expansion of the TSCP to the marine industry, TCIB has elected to pursue the
viability of expanding the coverage of TCAFIS by procuring and deploying a cost
effective, efficient and portable/desktop electronic front-end solution to
capture fingerprints, known as a "portable" or "desktop" LiveScan. The
existing infrastructure, which currently utilizes non-portable LiveScans,
processes in excess of 40,000 clearances per year, and through the new marine
program it is expected to support a minimum of 10,000 additional clearances per
year. For both clearance programs to satisfy industry stakeholders it is
imperative that the clearance process remains efficient and seamless. Also, as
result of increased pressure from our airport stakeholders to implement
processes reducing the current turnaround time of the clearances, we are
envisioning a phase out of the current paper-based fingerprint capture process
done at our Class II airports.
Aviation Security World E-Learning Program
The Training and Education division (ABCA) is responsible for the initial
training of all Transportation Security Inspectors. This e-learning program
will describe the various aspects of the Security World within the aviation
sector. It will describe the role of the various stakeholders and their
contribution to the overall security of the system. Special emphasis will be
put on the role of the TC Transportation Security Inspector as it discusses
aspects of Duty of Care and Threat Risk Analysis. This learning program will
prepare the multimodal Security Inspector with a better initial understanding
of their role and that of the entire aviation community in the security of the
air transportation system in Canada. This program will better prepare the
Transportation Security Inspector for a thorough study of the legislative
requirements that will follow in their Learning Continuum.
Virtual Classroom
The world of training has evolved rapidly and the necessity to communicate
frequently and efficiently with clients and stakeholders in our fast changing
environment has become crucial for the accomplishments of training objectives
and programs. Therefore, the Training and Education division (ABCA) must
acquire the tools necessary to deliver just in time training to its
clients. In addition, these tools must be integrated with the existing
system for tracking purposes. In order to deliver on its mandate, ABCA requires
the purchase of an Oracle WEB-based conferencing application or a suitable
alternative to be installed internally on TC servers. This WEB-based
conferencing tool is a live remote learning and meeting environment. This
application will be fully integrated with our Learning Management System
(LMS).
Online Accident Reporting
Part 8 of the Transportation of Dangerous Goods (TDG) Regulations requires
that a written report be submitted to the TDG Directorate in the event of any
accidental release involving dangerous goods within 30 days of the release. The
30-Day Follow-up Report captures vital information relating to the
accident. The resulting output is used for risk and operational analysis,
to identify failures of means of containment under normal conditions of
transport, to identify appropriate emergency response to dangerous goods
accidents, to evaluate the impact of legislative and regulatory requirements,
to facilitate research and development initiatives, to facilitate responses to
Transportation Safety Board (TSB) documents, and to identify weaknesses in the
regulatory program or its application. In addition, identifying the
correlation between accidents and compliance rate is essential in order to
properly assign resources to inspection activities.
Organizational Stability Report
PNR Human Resources Branch publishes a Stability report that provides
Executives and Managers valuable snap shot information on our organization's HR
position. The information within the report is used in human
resource planning, secession planning, monitoring goals such as
diversity. It allows the Regional Director General, and Regional
Directors to gage the health of their organizations through the various
demographic charts. While this report has proven to be useful, the
downside is that the report is generated manually and is very labour intensive
to produce. This project is to explore ways to design a system and
leverage the current in house technology of Business Object to create an
automated Stability report.
[1] Combines two outcome areas. In the previous draft, there were two distinct outcomes:
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