government of canada digital policy

Key policy documents that have established the foundation for Canada’s digital government plans are discussed. This theme of the digital government vision recognizes: At the core of the digital government vision is a recognition that government services should be continuously improved. To help public servants and the public service adapt to this evolving digital environment, TBS will work with partners such as the Canadian School of Public Service to identify competencies for the digital age to better understand how the current skills profile of the government needs to evolve. The Canadian government’s new directive on management of information technology shows that civil servants not only recognize the urgency and benefits of a coordinated approach to digital government, they’re developing the organizational sinews that could make platforms possible. Ensuring that software is doing what it is supposed to securely and resiliently is a key aspect in the protection of sensitive information. Prioritization and phasing of initiatives established by departments and governance bodies will assist in adapting to resource limitations, as will phasing out costly legacy systems as appropriate, and adopting better ways of working with the use of APIs, agile procurement and other initiatives identified in this Strategic Plan. Key aspects of the policy relating to research data management include official languages, privacy, and accessibility requirements, as well as commitments to Government of Canada Digital Standards such as good data stewardship, working in the open by default, using open standards and tools, and addressing data security and privacy risks. Building in privacy and security from the outset and using an information-centric approach will enable the delivery of reliable services that grant access to protected assets to trusted and verified users only. TBS and SSC will put in place the necessary services and policies to support Wi-Fi usage. Departments will update existing cybersecurity event management or incident response plans to align to the GC CSEMP. Additionally, as the government moves to an open-by-default culture, it must continue to balance openness and transparency with the requirement to protect the privacy of personal information. Benefit recipients can update their direct deposit information with either the Canada Revenue Agency or Employment and Social Development Canada, and their profiles will be updated in both places, avoiding the need for duplication and the risk of missed payments. Care is always taken to ensure that both mission-critical and other applications are stored in the appropriate environments, and that applications are supported by technologies and procedures that ensure their availability. Approved Government of Canada mobile applications will be identified on Canada.ca and available through application stores. The government has also worked to support the “demand side” of open data and information, identifying and collaborating with stakeholders in organizations and companies that leverage open government data and information. Working together Our aim is to make services easier for government … Consistent with the policy approach on optimizing for mobile devices described in the section above, government interfaces through personal voice assistants must be an optional information channel that complements rather than replaces other information channels for those that opt in to these third-party platforms. Under the Official Languages Act, government information is required to be accessible to Canadians in both of Canada’s official languages, and departments should consider communicating in other languages, including sign languages, when user needs warrant it. At times, vulnerabilities may also be identified by parties outside the government. To effectively deliver digital government, public servants need to develop digital skills and a service mindset. Initial courses were piloted in September 2018, and the government will aim for this service to be available beginning in 2019. Departments will take advantage of existing multi-departmental contracts when investing in solutions to meet common needs. The government is working to make government information easier for personal assistants to search so that these devices could serve as a window to access services in the future. In addition, current system health indicators signal that more work is needed to address the risks associated with aging IT. Professional development for leaders will be a key part of this. On the other hand, this consolidated approach allows for a concentrated targeting of security resources compared with the effort required to ensure that thousands of decentralized systems are continuously secure and protected against evolving threats. Some of these change drivers are discussed below. As an enterprise, departments will achieve better business value by sharing IT resources, capacity and capabilities. In addition, PSC and TBS the will work with communities to begin to explore how framing educational requirements for the CS workforce could recognize the use of alternative education or experience. The Government of Canada needs to make responsible decisions to ensure that systems and information remain usable for as long as necessary. The Policy on Service and Digital and the Directive on Service and Digital took effect on April 1, 2020. Given the importance of data to supporting a digital government vision, the initiatives in the Data Strategy Roadmap complement, may overlap with, and are in some cases identical to the priorities identified in this Strategic Plan. In a cloud model, vendors are responsible for maintaining and renewing the infrastructure, upgrading applications, and adding new capabilities, and customers purchase computing power on demand rather than acquiring and operating the infrastructure themselves. Mobile workplace technology devices can enable telework or virtual work for public servants for whom remote working is desirable and an option in their role. As a means of compromising networks, external attackers are willing to engage in more forceful behaviour such as bribing key support and maintenance staff to attack IT assets from within government networks and information systems. TBS will improve how security screening information is shared across departments. Implementation of the Data Strategy Roadmap aims to support improved decision-making and enhanced services to Canadians and a more transparent, collaborative and digitally enabled public service. This Strategy and Action Plan will explore what guidelines, training and tools on accessibility by design are needed to ensure that the public service has the expertise and awareness to promote accessible government. The trend of increasing commoditization and deployment of cloud models is certain to continue, although the rate of change from traditional to commoditized services is unknown. The need for tools to collect, store, analyze, manage, share and visualize data is increasing in all departments. These interfaces need to be relevant to Canadians’ needs and be easy to use while respecting privacy and security requirements. Many of the government’s legacy data centres have limited capacity and are at risk due to age and the end of lease agreements. As part of the overall web strategy, it was announced in the 2017 to 2021 GC IM-IT Strategic Plan that the government will develop a strategy and framework for the development and management of mobile applications that are easy to use and trusted, with an approval process. In an open and distributed operational environment, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. Consultation and collaboration are important components of policy-making, but these must be inclusive and accessible to identify the needs of diverse populations. Departments will adopt the framework and ensure alignment with existing departmental cyber and IT security event management plans. TBS will develop partnerships to leverage and design an engagement and awareness program for all public servants to enable them to: Public service employees should also be able to use GCTools such as GCpedia, GCconnex and GCintranet to share information and build the professional networks needed to respond to shifting priorities and problems. In order to maintain access to quality information and data, and to continue programs and services for Canadians, there is a continued need to renew or transition the government’s aging and mission-critical IT infrastructure and systems that are at risk of breaking down. Details on this initiative and targeted service improvements that have taken place or are in progress can be found in the Government of Canada Service Strategy. As the government becomes more open by default, it must ensure that sensitive and protected information is not disclosed inadvertently. Departments will leverage this service to ensure classified information is managed accordingly. In Estonia, the government only ever asks for a particular piece of information once. Implementation of a single, secure Digital Exchange Platform to allow information to be used for multiple purposes would enable more seamless services. The role of departmental CIOs is evolving from IM-IT service providers into strategic business partners, innovation agents, business enablers and catalysts for enterprise transformation. Applying patches to operating systems, applications and devices is a critical activity in ensuring the security of systems, maintaining trust in connected assets, and reducing the government’s attack surface. Protecting sensitive information and preventing data loss is further supported by using secure communication tools such as the Government of Canada Secret Infrastructure, a single, common and integrated enterprise-wide secret-level network that enables secret-level classified data to be securely transmitted, stored and processed across departments. This will involve empathically listening to employees and working to find solutions. Agile procurement favours shorter contract periods with more off-ramps, with building solutions in a modular fashion that allows for change and iteration of both the requirement and the supplier, and with taking a test drive to try before we buy. As the government adopts alternate service delivery models such as public cloud and hybrid clouds, it must continue to provide a secure, reliable and interoperable service delivery environment for internal services and business applications that are hosted in cloud‑based environments. Professional development alone cannot ensure that the public service is fully able to enable a more digital government. Secure the government’s evolving perimeter. To accelerate this work, Shared Services Canada will leverage work completed by pathfinder departments. To address challenges that include branding issues, shortfalls in capacity and competency gaps, the government will focus on a CS recruitment campaigns, enterprise approaches and partnerships to support recruitment efforts and onboarding. More detail on how we will work toward this vision and detail on its components are included in the following chapters. At the same time, managing data is a challenge for both public sector organizations and private sector firms. It identifies cross-government priorities and key activities for departments and agencies, including those that provide services to other government organizations. Departments, agencies, and all public servants are key partners in this digital transformation and in delivering on these strategic actions. TBS has worked with ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive. Sometimes the words we use, and how we organize them, can make it difficult for people to find and understand government information and services on Canada.ca. TBS will establish enterprise standards and processes for life-cycle management and set direction to guide future workplace technology devices standards and secure configurations. Blockchain, or the distributed ledger, is the underlying technology behind crypto-currencies such as Bitcoin. The government must be able to proactively and accurately determine and monitor: Ensuring that end-point devices (for example, desktop, laptop, tablet and mobile devices) that pose a risk to the enterprise can be identified allows the government to be more effective when responding to threats and attacks. Other identified areas of special focus are data science, agile procurement competencies, and complex project management and approaches to address needs in these areas will be evaluated. Understanding the landscape requires an understanding of the assets in the government environment. Investments in interoperability will enable a modern workplace in which employees have the tools and data needed to keep pace with the expectations of the Canadians and businesses they serve. However, consistent with the “digital first, but not digital only” approach, students still have the option of mailing documents or dropping them off in person at the financial offices of post-secondary institutions. This digital service design should build in privacy protections and accessibility by design, in line with the digital standards. Departments and central agencies will also work to increase labour mobility among women by encouraging leaders in the public service and the private sector to consider roles in the government’s IT community. Shift culture and processes toward open by design. Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications. In the enterprise context, weaknesses and misconfigurations in an organization’s systems could be exploited and expose organizations to unnecessary risk. Establish a government vulnerability disclosure framework. Canadians rely on the government for programs and services, which in turn depend on reliable, authoritative data and enabling IT capabilities to ensure successful delivery. The government is continuously evolving its approach to talent management and is expanding the scope of the program to become more inclusive to increase mobility and ensure a more porous boundary with other sectors. TBS will work closely with departments to ensure that workplace technology devices meet the Blueprint 2020 vision. The 2017 to 2021 GC IM-IT Strategic Plan announced that TBS and departments would be exploring the potential of greater sharing of data in order to deliver better services while protecting privacy, and that the government was studying the feasibility of implementing “tell us once.”. Treasury Board Policy Instruments: Policy Frameworks, Policies, Directives, Standards and any other policy related instruments. As we embrace a more data-driven digital government, public servants will need access to data analysis and visualization tools. To support IM-IT professionals, retain talent, and re-skill or upskill the workforce, emphasis will be placed on: TBS, in conjunction with the Canada School of Public Service (CSPS), will lead work in this area. Additionally, the 2017 GC IM-IT Strategic Plan identified establishing IM-IT governance and developing methods to prioritize investments. Updates will be provided in annual rolling follow-up plans with adjustments based on changes in initiative phasing, re-prioritizations and progress reports. As an early digitalization initiative, this policy and the Government On-Line Initiative placed a partial emphasis on providing information about services and forms online. As the government adopts more agile and iterative processes for development, it will have to focus on security and privacy from the beginning. TBS, in partnership with Public Services and Procurement Canada and Shared Services Canada, is leading a government-wide initiative to identify and support key improvements in the federal procurement regime. The government must embrace the innovative and responsible use of new and emerging technologies while keeping in mind users, accessibility, security, privacy, and good data stewardship and information management requirements. CIOs need to be part of the solution to these procurement difficulties. 2) Canadian Government Goes Online The case of the Canadian federal government is illustrative of the public sector’s incremental approach to responding to the challenges of -governance. Work is currently underway on a new Digital Policy that will guide the next phase of this evolution and enable better service design and delivery for the digital era, as well as better integration between the policy directions on technology, service delivery and management. While it is important that protected information is secured and properly categorized, departments should be careful about over-classifying information in a way that restricts Canadians’ Access to Information rights or undermines the government’s open-by-default approach. The vast majority of breaches occur as a result of compromised user credentials through social engineering, which can be largely mitigated through proper training. Progress toward achieving these strategic actions and the ultimate strategic goals will be tracked, evaluated and reported. Metadata defines and describes the structure and meaning of information and data and of the context and systems in which they exist. Introduce a strategy for use of open source software and open standards. Digital workplace technologies also support other ways of working, such as the pilot project on co-working and Canada’s Free Agents program. Departmental CIOs will be strategic business partners who bring IM-IT to the table in innovative ways to address the department’s business needs. The role of departmental CIOs is evolving from IM-IT service providers into strategic business partners, innovation agents, business enablers and catalysts for enterprise transformation. They replace the: © Her Majesty the Queen in Right of Canada, represented by the President of the Treasury Board, 2019, This past year, the GC committed to moving the needle forward on some crucial pieces to help lay the foundation for success in its digital endeavours in 2019 and beyond. Nevertheless, CIOs and departments and agencies should aim make this functionality available to users. The management of these functions is guided by a commitment to the guiding principles and best practices of the Government of Canada Digital Standards: design with users; iterate and improve frequently; work in the open by default; use open standards and solutions; address security and privacy risks; build in accessible from the start; empower staff to deliver better services; be good data stewards; design ethical services; collaborate widely. Rather than exclusively using government tools, the government should also leverage open platforms, such as GitHub or social media, to collaborate with Canadians and experts. Master data management is the processes, governance, tools, rules and technology required to create and maintain consistent data formats across organizations and over time. TBS will continue to evolve external and internal authentication. This review will set the foundation for recommendations and potential policy changes in the future. Digital government involves connecting to citizens and users where they already are rather than expecting people to engage with government on its terms. Drivers behind the pace of migration include investment levels, the extent of the risks associated with aging technology and transitional disruption, organizational culture, and workforce skill sets. Access to better, more reliable broadband allows Canadians to participate in the digital economy and take advantage of advances in telehealth, e-learning and remote access to government services. Technology and tools are a force multiplier for the public service. Effective master data management can: TBS will work with key business owners, starting with Statistics Canada, to establish a government-wide master data management program to formally identify standard data elements and single authoritative sources for key information domains. The government will build upon this success through continued improvements to the Open Government Portal. New, but based on existing policy requirements, Service standards and real-time performance reporting. Alex Benay How the government collects, manages and governs data, and accesses and shares data with other governments, sectors and Canadians, must change. However, vulnerabilities and bugs are constantly being discovered in software programs that, if exploited, could put government networks and information at risk of compromise. The government is often unable to provide this desired user experience given its multiple points of contact and siloed processes. GCTools that support government requirements for accessibility, official languages and collaboration with external partners will be further developed and integrated into other applications. When you visit the Canadian Digital Service website, these software programs automatically receive and temporarily store information supplied by your browser (for example, Internet explorer, Mozilla Firefox) in our Web server logs. In this age of connectivity, the workplace is also changing. The strategic use of automation can free up scarce resources to focus on needs elsewhere. Canada's digital infrastructure must be a top priority ... Government intervention in tech policy must be done via a multilateral approach. Implementing secure protocols by default, such as HTTPS, DNSSEC and DMARC, along with approved encryption algorithms, increases the level of confidence that users are accessing a legitimate service and that their communications remain private and free from interference while offering a level of security and privacy that users expect from government services. Failure to protect this information could lead to: Although several special environments allow some departments to safely share classified information, there is no common solution implemented government-wide. As a part of his announcement, Minister Bains revealed that he and the Government of Canada have taken, or will be taking, the following actions to implement the principles of the Digital Charter: Introduce policy proposals reforming Canada’s private sector privacy law, PIPEDA. This review will set the foundation for recommendations and potential policy changes in the future. The plan will also be the first to incorporate expert feedback from the newly convened Multi-Stakeholder Forum on Open Government, and from 4 independent experts invited to conduct a feminist and inclusive review of the plan. At the same time, departments need a flexible framework to explore new tools and more advanced options that are both interoperable and secure. From 2018 to 2020, TBS and key service delivery departments will build on this initial feasibility study and undertake a horizontal review on information-sharing and privacy. For each project, the office co-creates prototypes, sets concrete usability targets, and runs usability tests with Canadians, trying to improve to address specific questions that people have about specific Government of Canada services. Finally, in an evolving digital ecosystem, we must acknowledge the criticality of collaboration to our success, including in developing multi-jurisdictional standards, coordinating actions, and sharing successful practices or tools. The government will work to ensure that front-line services are enabled by digital tools, such as databases and telecommunications systems. Realigning roles and responsibilities of information and data management professionals and other key stakeholders could help improve collaboration and overall coherence. Departments will also implement measures to manage and control the life cycle of and access to privileged accounts, including: Protect transactions to and from external-facing digital services. In a public cloud model, government organizations share secure tenancy with other consumers of a cloud service, including private companies, non-profits and individuals. TBS will also continue to provide clear direction to departments on IT security roles and responsibilities, including security-control objectives and other security-related requirements. These are necessary components that will enable and facilitate the ultimate outcomes outlined above: This is a tall order. Failing to promptly apply security-related patches and updates can result in exposed vulnerabilities and may lead to serious security incidents. Governments cannot reasonably hope to have a portfolio of modern technology if procurement cycles continue to take years and deliver products that have begun to become obsolete. Furthermore, information and data professionals should be more involved early on in the development process when designing or renewing programs and systems to ensure that issues associated with information and data management and sharing are proactively considered. The Government of Canada is launching a Digital Academy with the goal of increasing the offerings available to public servants who want to increase their digital literacy and understanding of key areas such as service design, data analytics and new technologies as they apply to their work. Building on the existing solution and maintaining an enterprise approach, TBS and SSC are developing a renewed cyber-authentication service. The Policy on Service and Digital and supporting instruments serve as an integrated set of rules that articulate how Government of Canada organizations manage service delivery, information and data, information technology, and cyber security in the digital era. They are also focused Change management will be a major responsibility of departments and leaders going forward. Consistent with the government’s policy approach on optimizing for mobile devices, government interfaces through personal voice assistants should be an optional information channel that complements, rather than replaces, other information channels for those that opt in to these third-party platforms. In 2018, Canada signed the Digital 7 (D7) charter, joining leading digital nations in a mission to harness digital technology to the benefit of citizens. Much of thee initial progress with respect to online initiatives focused externally: first, on information Departments indicate a strong desire for a more proactive approach for government cybersecurity that emphasizes research and innovation in order to keep pace with emerging threats, technologies and trends. Master data management (MDM) can be defined as the processes, governance, tools, rules and technology required to create and maintain consistent and accurate master data. Canadian Centre for Cyber Security will promote a general approach to training and awareness for IT security and supporting IT security teams across the government. The ability to respond to cybersecurity events in a consistent, coordinated and timely manner across the government is essential to ensure the security and resilience of government program and service delivery. Workplace technology devices are essential for a modern workplace and a collaborative, mobile workforce, as also outlined in the Blueprint 2020 vision. The intended outcomes for internal identity, credential and access management include: Under TBS’s leadership, SSC will implement an internal identity and credential management service tailored to the level of assurance required for particular business processes. Digital government innovations Using modern and emerging technologies to deliver better digital services to Canadians. TBS, Privy Council Office, Statistics Canada, departments and agencies, CIOs, and public servants at all levels will need to be more innovative, open and collaborative, identifying partnerships and working with peers in other jurisdictions (provincial, territorial and municipal) with academia, with non-profits and with the private sector should be the norm, being open by default allows public service research and evidence to be peer-reviewed by Canadians and invites collaboration, empowering staff to experiment, innovate, iterate and continuously improve creates a public service striving to deliver better services and results for Canadians, service is at the heart of what government does, users and citizens want services to be as easy to access as possible, integrated and responsive to their needs throughout their lives and life events, policy and programs should be designed with users, to design and deliver client-centric services across all channels, to provide an online experience so easy that users would choose the digital channel, to offer a tell-us-once experience to services, recognizing that citizens view government, and sometimes even multiple governments, as a single service provider rather than a collection of silos or separate service providers, focusing on the needs of the “whole citizen” rather than their relationship to a specific department or program, transparency plays a critical role in public accountability, government information and data is a public resource developed using public funds, and should therefore be accessible to the public, with only such reasonable restrictions as required for security, privacy and confidentiality, government services and policies are tangibly improved when Canadians, stakeholders and users are actively involved in their creation, government information and services should be accessible to and be inclusive of all Canadians, supporting public accountability of government administration, including the responsible use of funds collected from taxpayers, inviting subject matter experts and the broader public to make use of government data, research and analysis, allowing opportunities for citizens and stakeholders to participate in the study, design and implementation of public decisions, demonstrating that departments are using the best available information and data from a variety of authoritative sources to make evidence-based decisions with respect to policies, programs and services, providing access to valuable government data, which can be used to develop tools and products that contribute to Canadians’ well-being and economic growth, new information, ideas or alternatives can be developed in these processes resulting in a better policy or service design, consultation can identify barriers faced by service users and allows the government to consider the impacts on or different needs of diverse groups, information gathered through consultation can help identify the issues underlying policy problems, including potentially avoiding previously unknown unintended side effects of policy, consultation can also help identify the extent of a problem and help prioritize action, the needs of all people are reflected in the provision of government information, views and needs of diverse Canadians are considered in government administration and consultations, enable public servants to find, use and share these data assets over time, ensure data security, integrity and the privacy of personal information, a high degree of automation, where policy enforcement, tasks, monitoring and access can be conducted with little human intervention, self-service provision and configuration of services and resources from a centralized web-based console, consolidation of the technology stack, where traditional separations between infrastructure and applications become blurred, causing an evolution from application developers to stack developers, any personal information they provide is stored and handled appropriately, they are informed about how their information will be used by government, they can access the personal information they provide, their privacy is protected while they use the service and afterward, the system they’re using is safe and secure, reduces up-front costs and instead introduces ongoing subscription costs, keeps the product evergreen, with ongoing updates and evolutions to address emerging requirements, which reduces maintenance costs, eliminates upgrade costs and avoids long-term legacy issues, eliminates disincentives for organizations to update to newer software versions, understand and adopt agile practices, including iterative development approaches, automate release schedules, and embrace a layered testing strategy, including automated testing, develop the engagement and collaboration competencies needed to advance iterative approaches and engage functional experts, program managers and users early in the development process, support the professional development needed to deliver on the cloud-first approach and increase the use of SaaS, advance enterprise interoperability and information-sharing across the government, eliminate redundancy and inconsistency of data and ensure its quality and control, provide a single, authoritative point of reference that can be shared by many processes and applications across the organization, streamline data-sharing and facilitate interoperability, public servants are more effective at delivering services, programs and policies when they have modern tools that help their work and a modern workplace, public servants need professional development that keeps up with changing times and changing technology, recruitment and retention excellence plays a critical role in achieving public service excellence by ensuring that the public service has access to top talent and important technical skills. 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